OCHA UNITED NATIONS OFFICE OCHA · 2017-02-16 · OCHA UNITED NATIONS OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS ANNUAL REPORT 2015. unocha.org reliefweb.int ... During my

1OCHA UNITED NATIONS OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS

ANNUAL REPORT 2015

OCHAUNITED NATIONS OFFICE

FOR THE COORDINATION OF HUMANITARIAN AFFAIRS

ANNUAL REPORT 2015



ANNUAL REPORT 2015

unocha.org

reliefweb.int

Twitter @unocha and @UnReliefChief

Facebook www.facebook.com/unocha

LinkedIn United Nations Ocha

WEB PLATFORMS SOCIAL MEDIA PLATFORMS

ODSG1. UNITED KINGDOM ODSG2. UNITED STATES ODSG3. SWEDEN ODSG4. EUROPEAN COMMISSION ODSG5. NORWAY

ODSG6. AUSTRALIA ODSG7. JAPAN ODSG8. NETHERLANDS ODSG9. SWITZERLAND ODSG10. GERMANY ODSG11. CANADA

ODSG12. DENMARK ODSG13. NEW ZEALAND 14. SAUDI ARABIA ODSG15. FINLAND ODSG16. BELGIUM ODSG17. IRELAND

18. KUWAIT ODSG ODSG20. FRANCE19. REPUBLIC OF KOREA 21. MOROCCO ODSG21. RUSSIAN FEDERATION 21. THAILAND

ODSG21. TURKEY ODSG25. LUXEMBOURG ODSG26. UNITED ARAB EMIRATES ODSG27. SPAIN ODSG28. AUSTRIA ODSG29. ESTONIA

30. AZERBAIJAN ODSG31. POLAND 32. TRINIDAD AND TOBAGO 33. SOUTH AFRICA 34. ICELAND 35. CZECH REPUBLIC

36. MALAYSIA 37. CHINA 39. SINGAPORE38. MONACO 41. AFGHANISTAN40. ANDORRA

OCHA’SDONORS

OCHA THANKS ITS DONORS FOR THEIR GENEROUS SUPPORT TO ITS ACTIVITIES* IN 2015

(* INCLUDED IN OCHA’S EXTRABUDGETARY BUDGET)

CREDITSThis document is produced by the United Nations Offi ce for the Coordination of Humanitarian Affairs (OCHA). OCHA wishes to acknowledge the contributions of its committed staff at headquarters and in the fi eld in preparing this document.

Front Cover Harran Camp, Turkey: 2015 witnessed the largest displacement of people since the Second World War. In this picture, an elderly Syrian woman and a young Syrian boy have become refugees due to the war that has displaced two generations. Credit: WFP/Barkin Bulbul

Back CoverDisplaced Syrian family.Credit: UNICEF

For additional information, please contact:Donor Relations SectionOffi ce for the Coordination of Humanitarian AffairsPalais des Nations, 1211 Geneva, SwitzerlandTel: +41 22 917 1690

The boundaries and names shown and the designations used in this publication do not imply offi cial endorsement or acceptance by the United Nations.

3

FOREWORD Throughout 2015, protracted armed confl icts, combined with chronic and sudden natural disasters, caused staggering levels of humanitarian suffering and contributed to the forced displacement of 60 million people from their homes. The media reported some of the devastating experiences of people crossing borders and fl eeing confl ict in search of safety, but less visible were the stories of the 38 million people who were displaced within their own countries, millions of them cut off from accessing any aid at all.

The impact of the ongoing confl ict in Syria in that country and across the region continued to dominate humanitarian response efforts in support of the 13.5 million people who need aid and protection. OCHA coordinated cross-border humanitarian assistance to Syria, and it advocated strongly for better protection of civilians, adherence to international humanitarian law and access to people in need, briefi ng the Security Council 14 times.

The confl icts in Iraq, South Sudan and Yemen worsened in 2015, while the violence across the Lake Chad Basin also affected the humanitarian situation, commanding strong coordination,

resource mobilization and advocacy efforts. During my visits to some of these and other crisis-affected countries, including Ukraine and the Central African Republic, I witnessed fi rst-hand the impact of our coordination work.

2015 saw some of the most powerful El Niño impacts to date, marked by severe droughts in parts of Central America, the Pacifi c, and Southern and Eastern Africa. This contributed to devastating food insecurity crises, particularly in Ethiopia, Haiti, Malawi and Zimbabwe, catalysing OCHA to mobilize funding and raise the alert. OCHA also raised support and helped to coordinate the response to Tropical Cyclone Pam, which struck Vanuatu in March, and the Nepal earthquake in April, which affected 5.4 million people.

OCHA’s preparations for the 2016 World Humanitarian Summit gained momentum during the year, with regional and business consultations held in Europe, Latin America, the Middle East and North Africa, the Pacifi c, and South and Central Asia. Through these consultations, we channelled the views of civil society, affected people, NGOs, Governments, UN agencies, academia and analysts into the core responsibilities for action that will shape the Summit and humanitarian action for years to come.

I am honoured to have joined such a group of talented and committed people as the OCHA team at a time when OCHA is grappling with unprecedented scales of need and some of the most pressing challenges facing humanity. None of the impacts we have achieved would be possible without strong partner support and collaboration. I thank you for your continuing commitment.

Following rigorous resource mobilization, we galvanised US$9.9 billion for humanitarian response in 38 countries, including $800 million for pooled

funds to fi ll response gaps in neglected or underfunded

emergencies. Despite donor generosity, agencies faced an unprecedented funding gap of $10.2 billion by year-end.

Homs, Syria: Under-Secretary-General Stephen O’Brien speaks to a family during his visit to Syria to see the humanitarian situation more closely. Credit: OCHA/Emmanuel Bargues

Stephen O’BrienUnder-Secretary-Generalfor Humanitarian Affairs and Emergency Relief Coordinator

4

BurkinaFaso

Cameroon

Mauritania

Papua New Guinea

Japan

DPR ofKorea4

Bangladesh

Sri Lanka

Peru

MexicoJamaica

Bolivia

Dominican Republic

HondurasGuatemala

Nicaragua

Madagascar

KyrgyzstanTajikistan

Armenia

Tunisia(Libya Crisis) Iran

Zimbabwe

Colombia

Haiti

Indonesia

PhilippinesMyanmar

Nepal

Sudan

Ethiopia

Eritrea

South SudanSomalia

NigeriaCôted'Ivoire

Niger ChadMali

GuineaSierra Leone

Liberia CAR2

DRC3

RHC Syria Crisis7

Yemen

IraqoPt5

Lebanon(Syria Crisis)

Turkey (Syria Crisis)Syrian AR6

Jordan(Syria Crisis)

Afghanistan Pakistan

Ukraine

OCHAGulf

AU1

Brussels

EASTERN AFRICANairobi, Kenya

OCHA NEW YORKUSA

OCHA GENEVASwitzerland

SOUTHERN AFRICAJohannesburg, South Africa

ASIA AND THE PACIFICBangkok, Thailand

PACIFICSuva, Fiji

CAUCASUS AND CENTRAL ASIA

Almaty, Kazakhstan

MIDDLE EAST AND NORTH AFRICA

Cairo, Egypt

WEST AND CENTRAL AFRICA

Dakar, Senegal

LATIN AMERICA AND THE CARIBBEAN

Panamá, Panama

1. AU - African Union2. CAR - Central African Republic3. DRC - Democratic Republic of the Congo4. DPR of Korea - Democratic People’s Republic of Korea5. oPt - occupied Palestinian territory6. Syrian AR - Syrian Arab Republic7. Regional Humanitarian Coordinator's Office for the Syria Crisis, Amman, Jordan.

The designations employed and the presentation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries.

Date of creation: 1 March 2016

DEC 2015 PRESENCE 2Headquarters

23HumanitarianAdviser Teams

3Liaison Offices

32Field Offices

8Regional Offices

Regional O�ce coverage

5

BurkinaFaso

Cameroon

Mauritania

Papua New Guinea

Japan

DPR ofKorea4

Bangladesh

Sri Lanka

Peru

MexicoJamaica

Bolivia

Dominican Republic

HondurasGuatemala

Nicaragua

Madagascar

KyrgyzstanTajikistan

Armenia

Tunisia(Libya Crisis) Iran

Zimbabwe

Colombia

Haiti

Indonesia

PhilippinesMyanmar

Nepal

Sudan

Ethiopia

Eritrea

South SudanSomalia

NigeriaCôted'Ivoire

Niger ChadMali

GuineaSierra Leone

Liberia CAR2

DRC3

RHC Syria Crisis7

Yemen

IraqoPt5

Lebanon(Syria Crisis)

Turkey (Syria Crisis)Syrian AR6

Jordan(Syria Crisis)

Afghanistan Pakistan

Ukraine

OCHAGulf

AU1

Brussels

EASTERN AFRICANairobi, Kenya

OCHA NEW YORKUSA

OCHA GENEVASwitzerland

SOUTHERN AFRICAJohannesburg, South Africa

ASIA AND THE PACIFICBangkok, Thailand

PACIFICSuva, Fiji

CAUCASUS AND CENTRAL ASIA

Almaty, Kazakhstan

MIDDLE EAST AND NORTH AFRICA

Cairo, Egypt

WEST AND CENTRAL AFRICA

Dakar, Senegal

LATIN AMERICA AND THE CARIBBEAN

Panamá, Panama

1. AU - African Union2. CAR - Central African Republic3. DRC - Democratic Republic of the Congo4. DPR of Korea - Democratic People’s Republic of Korea5. oPt - occupied Palestinian territory6. Syrian AR - Syrian Arab Republic7. Regional Humanitarian Coordinator's Office for the Syria Crisis, Amman, Jordan.


Date of creation: 1 March 2016

DEC 2015 PRESENCE 2Headquarters

23HumanitarianAdviser Teams

3Liaison Offices

32Field Offices

8Regional Offices

Regional O�ce coverage

TABLE OFCONTENTSTABLE OF

CONTENTSTABLE OF

CONTENTS

9

37

55 65

17

45

2015 YEAR IN REVIEW

FIT FORTHE FUTURE

OCHA: FUNDING AND FINANCE ANNEXES

FIELDEFFECTIVENESS

MANAGEMENT& ADMINISTRATION



ANNUAL REPORT 2015

8

2015 YEARIN REVIEW

9

In December 2014, OCHA brought together humanitarian partners to launch the largest-ever appeal for 2015, requesting US$16.4 billion to assist 57.5 million people with humanitarian aid in 22 countries. By the end of the year, requirements rose to a record-breaking $19.9 billion to meet the needs of 82.5 million of the most vulnerable people in 37 countries. OCHA’s revised $334 million budget in 2015 represented less than 1.6 per cent of that total request, and its funding of $233.4 million represented some 2.1 per cent of the total financing ($10.7 billion) that it helped to raise and coordinate. In addition to these appeals, OCHA was responsible for managing some $1.06 billion in pooled funds during the year: $591 million in funding to Country-Based Pooled Funds (CBPFs) and $469 million in funding to the Central Emergency Response Fund (CERF).

SYRIAIn 2015, the conflict in Syria continued to cause widespread human suffering. Syria’s economic development situation has regressed by almost four decades, and four out of five Syrians now live in poverty. Since the crisis began in 2011, Syrians’ life expectancy has dropped by more than 20 years, while school attendance has dropped over 50 per cent, leaving more than 2 million children out of school. Syria has seen reversals in the indicators for all of the Millennium Development Goals, and the country’s economy has contracted by an estimated 40 per cent since 2011, causing the majority of Syrians to lose their livelihoods.

New and escalating complex humanitarian crises challenged the

humanitarian community in responding to some of the most pressing needs of millions of

people in 2015. Despite constrained resources, OCHA coordinated life-saving humanitarian aid

for 80 million people around the world,

including the corporate emergency in Nepal

and five level-three (L3) emergencies: the Central African Republic (CAR), Iraq, South Sudan, Syria

and Yemen.

Gevgelija, Macedonia: A Syrian refugee carries his daughter to Gevgelija train station to register with the authorities. Hundreds of thousands of migrants made the perilous journey across the Mediterranean last year to

flee conflict, insecurity and persecution in their home countries. Credit: IFRC/Stephen Ryan

10

Since March 2011, over a quarter of a million Syrians have been killed, over 1 million have been injured and an average of 50 Syrian families have been displaced every hour of every day: 4.6 million people have been forced to fl ee. With 13.5 million people in need in Syria, including 6.5 million internally displaced, that country’s humanitarian crisis is the largest of its kind globally. In response, OCHA coordinated the humanitarian response from within Syria and cross-border assistance from Turkey and Jordan. In 2015, 4,500 trucks of cross-border aid delivered food, shelter and other basic necessities to 6 million people per month for their day-to-day survival.

On the Syrian situation alone, OCHA senior offi cials briefed the Security Council 14 times throughout the year to advocate that the parties fulfi l their obligations under international humanitarian and human rights law, and to call for greater protection of civilians and increased humanitarian access to allow for the delivery of life-saving aid. OCHA also coordinated the $2.9 billion appeal for humanitarian needs within Syria, bringing together scores of aid organizations from multiple hubs with a regional approach to ensure a coherent and effi cient response.

IRAQ In 2015, Iraq experienced one of the world’s most rapidly unfolding humanitarian crises. In 2015, over 1 million Iraqis were newly displaced due to violence, bringing the number of people who had been uprooted from their homes from January 2014 to December 2015 to 3.2 million. Intensifi ed fi ghting in Anbar Province in April and May led to the displacement of 500,000 civilians. By the end of the year, an estimated 10 million people needed some form of humanitarian assistance as a direct consequence of violence and confl ict.

The year also saw displaced people begin to return home as Government offensives against the Islamic State of Iraq and the Levant began to recapture some areas. By the end of 2015, about 485,000 people had returned home, despite ongoing insecurity and a lack of basic services in many areas. OCHA increased its presence in the country, but the worsening confl ict, diffi culties accessing areas outside Government control and funding shortfalls made it diffi cult for humanitarian assistance to reach many people in need. The Under-Secretary-General (USG) for Humanitarian Affairs travelled to Iraq in June to review the situation and advocate greater international support for the millions of civilians in need.

INFOGRAPHIC SYRIA

Sources: OCHA, Natural Earth, UNCS.

Damascus

Bab al-Salam300

Ramtha942

Bab al-Hawa3,626

300

400

500

600

Bab al-Hawa Ramtha Bab al-Salam

DNOSAJJMAMFJ

Major roads

Armistice DemarcationLineBoundary of formerPalestine Mandate

Trucks by border crossing and by month

11

YEMENThe situation in Yemen also deteriorated during the year. Of the country’s 26 million people, over 21 million required some form of aid and 2.5 million were internally displaced. As the confl ict escalated, Yemen was declared a system-wide L3 emergency in 2015. OCHA deployed a Regional Humanitarian Coordinator (RHC) to advocate with Governments and to support the establishment of a monitoring mechanism to facilitate much-needed food and fuel imports. Given the diffi culties in maintaining access in the country due to checkpoints, air strikes or bureaucratic procedures, OCHA introduced the Access Monitoring and Reporting Framework, allowing the systematic gathering of information to provide improved analysis of access constraints with a view to resolving them with the relevant parties and authorities.

SOUTH SUDAN The humanitarian crisis in South Sudan reached unprecedented levels in 2015 and remained a system-wide L3 emergency throughout the year. In May 2015, the Government launched a widespread military offensive across Unity State. This affected civilians and their livelihoods, resulting in the displacement of hundreds of thousands of people. A third of the population—about 3.9 million people—experienced severe food insecurity in September 2015. Of these people, 30,000 reportedly faced extreme food insecurity, at heightened risk of famine. A peace agreement signed in August failed to translate into security on the ground as confl ict erupted in previously peaceful areas, resulting in further displacement and humanitarian needs. Given the complexity and scale of the situation, OCHA supported the continued deployment of a Deputy Humanitarian Coordinator, and the Emergency Relief Coordinator (ERC) travelled to South Sudan on his fi rst fi eld mission in the role.

Sana’a, Yemen: Six-year-old Ali stands in the rubble of what used to be his home. It was destroyed on 13 June when a

missile hit the house next door.Credit: OCHA/Charlotte Cans

Most humanitarian

crises are a direct result of human action,

but natural disasters, rapid environmental

degradation and climate

change were also challenging in

2015.

Sources: OCHA, Natural Earth, UNCS.

Damascus

Bab al-Salam300

Ramtha942

Bab al-Hawa3,626

300

400

500

600

Bab al-Hawa Ramtha Bab al-Salam

DNOSAJJMAMFJ

Major roads

Armistice DemarcationLineBoundary of formerPalestine Mandate

11

12NEPALIn Nepal, the 7.8-magnitude earthquake of 25 April affected 5.4 million people, killed nearly 8,900 people, destroyed more than 600,000 houses and damaged another 290,000. The United Nations Resident Coordinator (RC) was quickly designated HC, providing active and experienced leadership for the international response in support of national efforts. OCHA deployed a 30-member United Nations Disaster Assessment and Coordination (UNDAC) team, rapidly establishing an OCHA country offi ce in Kathmandu and a presence in three fi eld coordination hubs in the most affected areas in Dolakha, Gorkha and Sindhupalchowk districts. OCHA also used CERF to jump start the fl ow of aid, disbursing $15 million within weeks of the disaster. An additional $4 million was disbursed to respond to logistical challenges that were exacerbating the humanitarian situation. A fl ash appeal was compiled within a week, totalling $422 million.

VANUATUIn Vanuatu, OCHA coordinated humanitarian response preparedness and planning days ahead of the landfall of Category Five Tropical Cyclone Pam, which struck on 13 March 2015 and affected over 188,000 of the country’s 272,000 people. An UNDAC team was deployed to support the Government, and OCHA mobilized resources, carried out assessments, gathered data and coordinated civil-military responders to minimize the disaster’s impact on people. Basic necessities, such as food, water, health care and shelter, were provided to people in need through a coordinated response.

EL NIÑO One of the strongest El Niño events on record brought fl ooding, drought and extreme weather events to several parts of the world, affecting 60 million people. Ethiopia faced its worst drought in 50 years with over 10 million people in need of emergency food aid. Asia Pacifi c, Central America and the Caribbean, and Southern Africa were also seriously affected by drought, and millions of people faced food insecurity and acute needs in health, water and sanitation and nutrition. In response, OCHA reinforced its fi eld capacity, led coordination and planning efforts at national, regional and global levels, and undertook advocacy events to raise the profi le of the disaster and generate desperately needed resources for the response.

During July and August, fl oods and landslides in Myanmar killed 172 people, affected 9 million people and temporarily displaced 1.7 million people. Cyclone Komen, which made landfall in Bangladesh, brought strong winds and heavy rains to Myanmar and resulted in severe and widespread fl ooding across 12 of the country’s 14 states and regions. A CERF grant of nearly $9 million to UN agencies rapidly supported the Government-led response supplemented by the Myanmar Red Cross, local NGOs and civil-society organizations.

Bhaktapur, Nepal: This world-famous and ancient Nepali centre of Hindu and Buddhist culture was one of many cities

left in ruins after the April earthquake. Credit: OCHA/Orla Fagan

13These consultations involved businesses, UN agencies, NGOs, chambers of commerce and Member States.

The Summit aims to achieve three main goals:

By the end of 2015, nearly 60 million people, half of them children, had been forced to flee their homes, creating the largest displacement crisis since the Second World War. The human and economic cost of disasters continued to escalate. Over the past decade, funding requirements for humanitarian emergencies increased by 490 per cent, but OCHA’s budget during that period increased only by 281 per cent. Nonetheless, OCHA continued to coordinate through challenging circumstances to alleviate suffering and save the lives of the most vulnerable people.

To seek better ways to meet the needs of these millions of people worldwide, UN Secretary-General Ban Ki-moon called all Member States to action and tasked OCHA with the responsibility to manage the first-ever World Humanitarian Summit on 23 and 24 May 2016 in Istanbul. OCHA held a series of regional consultations in 2014 and 2015 to better identify humanitarian issues and address the challenges facing humanitarian actors in their response to crises.

Reaffirm commitment to humanity and humanitarian principles.

1

Initiate action and commitments which enable countries and communities to prepare for and respond to crises and be more resilient to shocks.

2

Share best practices which help save lives around the world, placing affected people at the centre of humanitarian action and alleviating suffering.

3

SituationalAwareness

Coordination Mechanisms

Protection& Access to Assistance

EmergencyResponse

Preparedness

Leadership Assessment,Planning & Monitoring

HumanitarianFinancing

Diversity Interoperability Innovation

Standards & Innovation

Support Services, Systems & Tools

PeopleManagement

Resources, Structure &

Management

Staff Learning & Performance

FIELD EFFECTIVENESS

FIT FOR THE FUTURE

MANAGEMENT OBJECTIVES

OCHA’S STRATEGIC FRAMEWORK

14

OCHA KEYFACTS2015

60+

COUNTRIES WITH AN OCHA PRESENCE OCHA INCOME OCHA BUDGET

2,300

STAFFOCHA PRODUCED

19%

23%

33%

23%

2%The

AmericasAfrica

Europe

Oceania

Asia

unique users (up by 15.81%)5.74M

OCHA SENIORLEADERSHIP

EFFECTIVEADVOCACY

EFFORTS

49

Countries visited by the USG and ASG

42 24

ASGUSG

PARTICIPANTS/ATTENDEES

CORE RESPONSIBILITIES

PARTICIPANT COUNTRIES

25

CONSULTATIONS

PREVENT ANDEND CONFLICT

RESPECT RULESOF WAR

LEAVE NOONE BEHIND

WORKINGDIFFERENTLYTO END NEED

INVESTIN HUMANITY

WHS CONSULTATIONS

HIGHLIGHTS

8

REGIONAL

1

THEMATIC

15

BUSINESS1

GLOBAL

15

OCHA KEYFACTS2015

COUNTRIES WITH AN OCHA PRESENCE OCHA INCOME OCHA BUDGET

$233M $334M

STAFF

1,184 1,175 1,225

OCHA PRODUCED

maps reports infographics

19%

23%

33%

23%

2%The

AmericasAfrica

Europe

Oceania

Asia

HIGHLIGHTS

unique users (up by 15.81%)5.74M

49

Countries visited by the USG and ASG

42 24

ASGUSG

2,300

PARTICIPANTS/ATTENDEES

5

CORE RESPONSIBILITIES

153

PARTICIPANT COUNTRIESCONSULTATIONS

PREVENT ANDEND CONFLICT

RESPECT RULESOF WAR

LEAVE NOONE BEHIND

WORKINGDIFFERENTLYTO END NEED

INVESTIN HUMANITY

WHS CONSULTATIONS

HIGHLIGHTS

8

REGIONAL

1

THEMATIC

15

BUSINESS1

GLOBAL

16

FIELDEFFECTIVENESS

17

LEADERSHIP Effective humanitarian action during humanitarian emergencies requires empowered, competent and experienced leadership by Humanitarian Coordinators (HCs) and Humanitarian Country Teams (HCTs). To ensure that the right leadership is deployed, the leadership model is adapted depending on the complexity of the crisis, with HCs, Regional HCs (RHCs), Deputy RHCs and/or Deputy HCs sent to lead the humanitarian response. In most crises, HCs also serve as RCs, with responsibility for humanitarian and development coordination. In integrated missions, the RC/HC is often also the Deputy Special Representative of the Secretary-General (DSRSG).

OCHA supports the Inter-Agency Standing Committee (IASC) by managing a pool of experienced HCs to ensure the rapid deployment of senior and experienced leaders when required. By the end of 2015, approximately 60 per cent of HCs were HC Pool members, compared with 42 per cent in 2014 and just 11 per cent in 2009. OCHA continued to expand the diversity and experience of the HC Pool membership. A new call for nominations to the HC Pool at the end of 2015 and a rigorous IASC screening-and-interview process elicited 18 new Pool members. Ten of these new members are women, and two female participants from the fi rst 2015 cohort of the Building Inter-Agency Field Leaders programme have recently assumed RC positions. OCHA continued to strengthen humanitarian leaders’ performance by enhancing their knowledge and skills and providing them with regular tailored support. OCHA’s inter-agency mechanisms enhanced HC accountability-and-performance frameworks, and they ensured more rapid deployment of senior and experienced staff to emergencies to reinforce operational fi eld support to humanitarian leaders.

In 2015, OCHA enhanced its efforts to support

principled, effective and timely humanitarian response to meet the

increased needs of people affected by humanitarian

emergencies. OCHA is present in 33 countries

with country offi ces and in 23 countries with

Humanitarian Advisory Teams (HATs), with

additional staff in liaison and regional offi ces. OCHA contributed to

increasing the effi ciency and effectiveness of humanitarian action

through strategic coordination, advocacy,

policy, information management and

humanitarian fi nancing services.

Dékoa, CAR: USG and ERC Stephen O’Brien visits displaced people in Dékoa in the central Kémo region of the Central African Republic.

Credit: MINUSCA/Nektarios Markogiannis

18

As the violence escalated in Yemen, affecting more than 21 million people (nearly 80 per cent of the population), an L3 emergency response was declared in July 2015. The adapted leadership model deployed to lead the Yemen response included an HC in Yemen and an RHC based in Saudi Arabia. OCHA staff supported the HC and RHC to strengthen humanitarian response, and to monitor progress against a set of L3 benchmarks agreed by the IASC Emergency Directors and the Yemen HCT to better respond to the pressing humanitarian emergency and needs.

Similarly, OCHA staff in the Iraq Country Offi ce supported the DSRSG/RC/HC in the roll-out and implementation of the whole-of-Iraq approach to balance the humanitarian operation in the country, which had previously been concentrated in the Kurdistan Region of Iraq. Following an Operational Peer Review in May 2015, OCHA facilitated the relocation of the HCT and the Inter-Cluster Coordination Group to Baghdad. National approaches were strengthened, and additional regional or local coordination sub-groups were established where necessary to ensure support tailored to local contexts. The OCHA Country Offi ce enhanced collaboration with national NGOs and supported the HC in strengthening relations with the full range of national institutions. As a result, OCHA helped humanitarian partners reach additional displaced and affected communities in central and southern Iraq. Relations were enhanced with the Kurdistan Regional Government to improve operations in northern Iraq.

In January 2015, the OCHA Country Offi ce for Ukraine established three additional sub-offi ces in Kharkiv, Mariupol and Sievierodonetsk in the east of the country. The Kharkiv sub-offi ce was relocated to Kramatorsk in August 2015 to enhance coordination in the most-affected areas of Donetsk Government-controlled areas. Leading general coordination meetings, OCHA

staff supported the HC and the HCT in leading interaction with parties to the confl ict on various issues that included access to protection, as well as to legal and other basic services. The OCHA Country Offi ce provided guidance to the HC to help the HCT adopt a unifi ed approach following the de facto authorities’ decision in the non-government-controlled areas of Donetsk and Luhansk to impose a registration order on all UN agencies and international NGOs. OCHA’s advocacy and leadership efforts were central in keeping the focus on the common humanitarian goals and priorities.

In Nigeria, OCHA opened a country offi ce (upgrading the Nigeria HAT) to establish a coordinated response to the impact of the Boko Haram crisis, and to support the deployment of a DHC and the HC a.i. in providing strategic direction for humanitarian action. Having a full-time presence in Yola and Maiduguri in 2015 ensured that coordinated, effective and principled humanitarian assistance was provided to the vulnerable people in the north-east of Nigeria. Through the deployment of a Civil-Military Coordination Offi cer, OCHA initiated closer coordination with the Government, the national military and security forces, adapting itself to the evolving needs on the ground.

The emergency in the Central African Republic (CAR), which affected the entire population, resulted in the doubling of food insecurity and serious protection concerns, particularly for IDPs, refugees and threatened minorities. With more than half the population requiring humanitarian assistance, the initial L3 declaration enabled humanitarian actors to surge staff and double their presence. Following the L3 deactivation in May, the Senior HC completed her assignment and the post was changed to a DSRSG/RC/HC position. The appointment of a Deputy HC also enhanced OCHA’s dedicated leadership for the humanitarian response and mobilized further capacity.

Baga-Sola, Chad: Young Chadian returnees from Nigeria. Since January 2015, about 11,000 Chadians who lived in Nigeria fl ed Boko Haram attacks to fi nd refuge in their home country. Credit: OCHA/Mayanne MUNAN

19

Prior to the first-ever World Humanitarian Summit (WHS), held in May 2016 in Istanbul, OCHA held a number of regional consultations in 2014 and 2015 to better identify humanitarian issues, and to address the challenges facing the humanitarian community in its crisis response. The consultations involved more than 900 participants and businesses, UN agencies, NGOs, chambers of commerce and Member States. Included in the WHS synthesis report, the results of the consultations laid the groundwork for the 2016 global Summit. The preparatory process for the Summit was built on four axes of consultation: regional consultations, global thematic consultations, online consultations on disaster risk reduction and climate change, and the post-2015 development agenda.

OCHA’s Regional Office for Latin America and the Caribbean (ROLAC) held its WHS Regional Consultation in Guatemala City in May 2015 within an established and recognized regional humanitarian dialogue: the International Mechanisms for Humanitarian Assistance (MIAH). By integrating the WHS LAC into the MIAH VII meeting, the consultations were strengthened through already established processes, alliances, relationships and actions. The broad participation of different sectors in the WHS process reinforced the MIAH, which remained active in LAC after the consultations were concluded. The meeting was preceded by a preparatory stakeholder consultation with 4,786 people, 50 per cent of whom were from affected populations and civil-society groups in specific situations of vulnerability. In addition, 32 consultation events were held in 23 countries, while focus group discussions were held in 18 countries and individual interviews in 13 countries.

OCHA’s Regional Office for the Pacific (ROP) successfully coordinated the stakeholder consultations in the lead-up to WHS. Held in Auckland, New Zealand, in June and July 2015, the Pacific regional consultations were attended by three Pacific Heads of Government, demonstrating the buy-in for WHS at the leadership level. ROP coordinated follow-up actions to maintain momentum ahead of the Summit. At the 2015 PHP meeting in Suva, ROP heavily emphasized the steps that partners could take to implement the recommendations from Auckland.

OCHA’s Regional Office for the Caucasus and Central Asia and the Regional Office for Asia and the Pacific organized the WHS Regional Consultation for South and Central Asia in Dushanbe in July 2015. This was the last of a series of eight regional consultations, and it was held in partnership with the Government of Tajikistan and the Aga Khan Development Network (AKDN). To ensure maximum participation, OCHA gathered a wide range of Governments, national and regional organizations, private sector organizations, UN agencies, donor agencies and affected communities. The consultation resulted in strong recommendations submitted for the report of the Secretary-General aimed at shaping the future of humanitarian aid.

In summary, between the middle of 2014 and the end of 2015, the following countries and organizations hosted the regional consultations and co-chaired the Regional Steering Groups (in chronological order): West and Central Africa: the Democratic Republic of the Congo, Côte d’Ivoire, the Economic Community of Central African States and the Economic Community of West African States; North and South-East Asia: Indonesia and Japan; Eastern and Southern Africa: South Africa, the Intergovernmental Authority on Development, and the Southern African Development Community; Europe and Others: Finland, Hungary and the European Commission Directorate-General for Humanitarian Aid and Civil Protection; Middle East and North Africa: Jordan, the League of Arab States and the Organisation of Islamic Cooperation; Latin America and the Caribbean: Guatemala; the Pacific: Australia and New Zealand; and South and Central Asia: Tajikistan and AKDN.New Zealand: Participants during the Pacific

Regional Consultations were encouraged to think outside the box to develop innovative ideas for enhancing the humanitarian system.Credit: OCHA/Scott Taylor

WORLD HUMANITARIAN SUMMIT REGIONAL CONSULTATIONS

19

20SITUATIONAL AWARENESS El Niño affected various regions in 2015. Across southern Africa, 30 million people were classifi ed as food-insecure, necessitating collective responses in Lesotho, Madagascar, Malawi and Zimbabwe, all of which were comprehensively supported by OCHA’s Regional Offi ce for Southern Africa (ROSA). The region’s agricultural production was badly affected by El Niño and the lack of rain. According to regional experts, this could be the start of the worst drought in living memory. OCHA exerted all efforts to advocate and mobilize response to communities in need. In the El Niño Humanitarian Outlook for Southern Africa report, published by ROSA, OCHA raised awareness by providing information on the potential impacts of El Niño, preparedness levels and urgency of time-critical actions. Other OCHA fi eld offi ces also raised the alarm, releasing numerous information products that helped to provide consolidated information and raise awareness. In Ethiopia, OCHA produced weekly humanitarian bulletins, as well as several ad hoc infographics used in advocacy and information sharing. This included the El Niño early warning document released in September, which included likely projections of the El Niño-induced climatic effects of agriculture, soil conditions and livestock numbers. OCHA developed a series of global El Niño overview documents, and it established a global online information hub to bring together the latest information and analysis developed by humanitarian and development partners.

The OCHA Haiti Country Offi ce produced communications products to overcome the information gap about the humanitarian situation in the country. OCHA focused on a selection of products, such as a monthly humanitarian bulletin in French and English to reach a larger audience, a bilingual monthly cholera snapshot, a dashboard on humanitarian funding, and a quarterly update on the status of and allocations by the Emergency Relief Response Fund.

In 2015, the second annual risk model of OCHA’s Index for Risk Management was published. The methodology is being replicated at the sub-regional and sub-national levels, with pilot initiatives completed for Colombia, the Horn of Africa, Lebanon and the Sahel, providing localized evidence to support coordinated planning. During the year, Humanitarian Data Exchange became a primary tool for sharing data and making it easily accessible, receiving 20,000 hits per month by users in over 200 countries. During the Nepal earthquake, for example, over 90 data sets were shared, including operational data on community perceptions and activities of partner organizations. In addition, the Financial Tracking Service website was redesigned with a simpler user interface to make funding information more accessible.

As part of its efforts to reduce the humanitarian impact of explosive weapons in populated areas by all parties to confl icts, OCHA, in conjunction with NGO partners PAX and Action on Armed Violence, produced and disseminated three case studies on the use of explosive weapons in populated areas: Libya, Ukraine and Yemen.

El Niño is the warming phase of the central-to-eastern tropical Pacifi c, occurring every three to seven years. It affected various parts of the world in 2015. El Niño events are not caused directly by climate change, but scientists believe the events are possibly becoming more intense.

In 2015, OCHA allocated $59 million from CERF to El Niño-related emergencies in various parts of the world, such as southern Africa and a number of countries in Asia and Latin America. Southern Africa faced severe food insecurity in the run-up to the strongest-ever recorded events of El Niño. Somalia’s fl ooding, drought and disease outbreaks were badly exacerbated by El Niño, and 30 million people were affected through the deterioration of the region’s agricultural production. In addition to providing funding, OCHA responded to and prepared for El Niño by raising awareness and providing information on its potential impacts, the necessary preparedness levels and the urgency of time-critical actions, all of which helped to mitigate the effects of El Niño.

OCHA’S RESPONSE TO EL NIÑO

Mogadishu, Somalia: A line-ministry offi cial studies OCHA material during a meeting with

cluster coordinators and ministry counterparts. Credits: OCHA/Philippe Kropf

21

Since its launch in 1996, the OCHA-administered ReliefWeb has been the leading source of reliable and timely humanitarian information on global crises and disasters. The platform allows humanitarians to continually upload innovative and informative products and services, and it plays a key role in enabling partners to make more informative decisions on humanitarian response.

ReliefWeb editors collect and analyse more than 4,000 global information sources around the clock. They identify and deliver content most relevant to humanitarian work through country and disaster reports, maps, infographics, vacancy announcements, learning opportunities and events.

INTRODUCES HUMANITARIAN VIDEOS

To provide fi rst-hand updates on humanitarian emergencies, OCHA continued to create online emergency hubs within 24 hours of the onset of the crises in 2015. The websites featured the latest information and corporate products, such as fl ash updates, maps and visuals, which served as reliable sources of fi rst-hand information. The sites were a go-to platform to obtain step-by-step facts about the immediate aftermath of events. Donors and media and humanitarian partners accessed the sites for updates on response and funding needs.

In 2015, digital media ensured that a greater number of stakeholders were immediately aware of OCHA’s key information products, communications and advocacy. OCHA’s global social networks—particularly Facebook and Twitter—engaged humanitarians, the media, Member States, donors and the public on OCHA’s day-to-day priorities. These included Security Council briefi ngs; El Niño; the Nepal earthquake and other sudden-onset emergencies; humanitarian funding and policy reports; updates and advocacy messaging for L3s and underfunded emergencies; protection of civilians; forced displacement and humanitarian access issues; maps; and data and snapshots produced at headquarters or in the fi eld. OCHA’s social networks were also instrumental in promoting

OCHA’S CORPORATE WEB PLATFORMS AND DIGITAL MEDIA

WHS throughout its various consultations worldwide and the synthesis report, as well as through World Humanitarian Day and other campaigns.

Video reporting is now increasingly effective in communicating the work of humanitarian organizations. As a result, ReliefWeb launched its Humanitarian Videos segment in 2015. Categorized by country, theme and organization, Humanitarian Videos offers a wide collection of content from OCHA’s partners.

ReliefWeb was accessed 14.7 million times by 5.74 million unique users worldwide in 2015. The site provided 61,287 humanitarian updates and reports, covering 88 humanitarian disasters during the year.

www.reliefweb.int

Humanitarian Day and other campaigns.

21

22

ASSESSMENT, PLANNING AND MONITORING In 2015, OCHA continued to provide coordination and support to joint strategic response planning built on evidence-based analyses, as well as joint humanitarian monitoring and evaluation of collective responses to enhance accountability in humanitarian action.

OCHA strengthened evidence-based analysis of humanitarian needs in its fi eld operations, producing humanitarian needs overviews (HNOs) in 24 humanitarian contexts during 2015, up from 20 in 2014. OCHA also chaired an inter-agency process to develop tools to improve the estimation of the number of people in need in a crisis, and to analyse the severity of needs. Nineteen of the HNOs produced for 2016 included severity-ranking models to support improved needs analysis, and to produce heat maps to depict needs by geographical area.

OCHA worked with partners during 2015 to develop humanitarian response plans (HRPs) in 27 complex emergencies and disasters. It also supported the production of four fl ash appeals to meet the needs of people affected by sudden-onset humanitarian crises. OCHA developed criteria for mapping HNOs/HRPs in 2016 with a view to ensuring the integration of core policy standards and priorities, including protection, resilience and risk management.

To enhance accountability in humanitarian operations, OCHA worked with affected Governments and HCTs to review and evaluate the collective humanitarian response. OCHA initiated performance monitoring frameworks in 16 countries, four of which completed fully fl edged frameworks (Afghanistan, Myanmar, the occupied Palestinian territory (oPt) and Pakistan).

In South Sudan, OCHA led the production of a comprehensive countrywide HNO in 2015. Bringing together data sets that were previously unavailable to the humanitarian community, the HNO provided information on vaccination rates, SMART survey results, functionality of health facilities and schools, and other humanitarian priorities for the country. OCHA promoted an innovative collaboration with Internews to hold discussions with affected people in Bor, Juba, Malakal and Mingkaman. Five community consultations were completed as part of this HNO. The use of listening groups and community radio

stations informed by OCHA soundbites described the importance of incorporating the voices of affected people. The Country Offi ce arranged for the DHC to conduct a live radio call-in show to allow affected people to directly tell the DHC their main humanitarian needs and challenges.

In oPt, OCHA coordinated a nationwide multisectoral vulnerability assessment to provide improved contextual information on a wide range of humanitarian indicators related to the physical protection of civilians and access to land and livelihoods, water, sanitation, education and health. Information on humanitarian needs in the occupied territory was available, but it focused mainly on the Gaza crisis, where the slow recovery from the 2014 war continued to affect people. The methodology used was based on perceived vulnerability, as expressed by residents interviewed at the community level and in partnership with the Palestinian Central Bureau of Statistics and respective clusters. Cluster-level data on the communities and neighbourhoods were used to analyse some of the gaps in the 2015 HNO, and to obtain a comprehensive and unifi ed data set to prioritize aid and ensure that cross-cutting themes, such as gender and protection, were mainstreamed throughout the Humanitarian Programme Cycle (HPC).

23

COORDINATION MECHANISMSA key pillar of OCHA’s mandate is the effective coordination of principled humanitarian action among humanitarian partners. In each humanitarian crisis in 2015, OCHA, as secretariat to the HCT, worked to ensure coherence in the collective response and to support more decisive and strategic decision-making by the HCT.

OCHA also led the inter-cluster coordination groups (ICCGs) to support more accountable, effi cient and effective response throughout the HPC. In 2015, OCHA strengthened the work of ICCGs at the fi eld level by improving links with HCTs and sub-national coordination bodies. ICCGs continued to be chaired by OCHA Heads of Offi ce (HoO) or Deputy HoO to ensure inter-cluster coordination was a priority, and to reinforce the critical link between the cluster operations and HCT strategic decision-making. OCHA promoted the HCT revision of the coordination architecture to ensure that the coordination arrangements were relevant and adapted to contextual realities.

For example, in Afghanistan, OCHA led the HCT restructure and a comprehensive review of the humanitarian architecture to strengthen coordination and improve humanitarian response in 2015. Bringing together cluster coordinators, cluster lead agencies, cluster members, donors, Government representatives and OCHA fi eld coordination staff, the review assessed the suitability of existing coordination mechanisms. The review was designed to inform decision-making by the HC and the HCT, thus it was made accessible online. It provided an opportunity for the HC and the HCT to strengthen the coordination set-up and consider issues related to clusters and other humanitarian coordination arrangements.

In Libya, OCHA’s Regional Offi ce for the Middle East and North Africa (ROMENA) supported the HC and HCT in implementing the HPC. Despite its large area of responsibility, which spans 22 countries, ROMENA recognized that the humanitarian context in Libya was deteriorating and out of sight for many international actors, and it prioritized Libya for increased support. Through successive extended deployments, OCHA facilitated the development of an HNO and an HRP, and it supported the HC in strengthening the HCT and intersector coordination. ROMENA’s efforts led to improved coordination and information management, increased understanding of priority needs and a credible response plan. As a result, the HC and the HCT were able to better advocate on issues of humanitarian concern in Libya.

Leer, South Sudan: A boy stands outside a former health facility that was looted in Leer Town, Unity State. Credit: OCHA

24

OCHA adjusted the size of its presence in country to requirements for coordination on the ground. As partners gradually began to phase down humanitarian operations, OCHA reduced the number of staff and its fi eld presence. By the end of the year, with the humanitarian response largely complete, OCHA had closed its Nepal Country Offi ce.

OCHA’s coordination efforts in Pakistan facilitated the return of more than 113,000 displaced families to six Federally Administered Tribal Areas in 2015. OCHA ensured the returns were in accordance with the procedures agreed with the Government of Pakistan in the Returns Framework and following a security and needs assessment of the areas of return. In August, OCHA mobilized $11 million from the CERF Rapid Response Window to support the acceleration of returns. Where needs-assessment missions found that conditions were not conducive for returns, the situation was communicated to the authorities. OCHA’s consistent engagement with the authorities to issue Non-Objection Certifi cates for international and national NGOs facilitated access in areas of return to address humanitarian needs.

With the increasing use of cash-based assistance in humanitarian response in 2015, OCHA identifi ed cash focal points in each country offi ce. It provided the necessary training to staff, including to HoOs, to deepen their understanding of the technical and strategic issues of cash programming and coordination. Providing potentially life-saving benefi ts to affected communities, cash-based assistance often requires well-adapted humanitarian planning and coordination systems to maximize such benefi ts. Through their effective fi eld coordination mechanisms, OCHA’s fi eld offi ces supported cash coordination in humanitarian contexts including Iraq, Myanmar, Nepal, Pakistan, the Philippines and Ukraine.

Pakistan: A young girl brings water from a well near Mataro Sand village, where people are forced to resort to drinking the brackish groundwater that is unfi t for human consumption. Credit: OCHA/Zinnia Bukhari

24

OCHA adjusted the size of its presence in country to requirements for coordination on the ground. As partners gradually began to phase down humanitarian operations, OCHA reduced the

of the year, with the humanitarian response largely complete, OCHA had closed its Nepal Country

OCHA’s coordination efforts in Pakistan facilitated the return of more than 113,000 displaced families to six Federally Administered Tribal Areas in 2015. OCHA ensured the returns were in accordance with the procedures agreed with the Government of Pakistan in the Returns Framework and following a security and needs assessment of the areas of return. In August, OCHA mobilized $11 million from the CERF Rapid Response Window to support the acceleration of returns. Where needs-assessment missions found that conditions were not conducive for returns, the situation was communicated to the authorities. OCHA’s consistent engagement with the authorities to

and national NGOs facilitated access in areas of return to address humanitarian needs.

With the increasing use of cash-based assistance in

the necessary training to staff, including to HoOs, to deepen their understanding of the technical and strategic issues of cash programming and coordination. Providing potentially life-

based assistance often requires well-adapted humanitarian planning and coordination systems

humanitarian contexts including Iraq, Myanmar, Nepal, Pakistan, the Philippines and Ukraine.

Pakistan: A young girl brings water from a well near Mataro Sand village, where people are forced to resort to drinking the

consumption. Credit: OCHA/Zinnia Bukhari

25OCHA is mandated to coordinate effective and principled humanitarian action in partnership with national and international actors. The organization is responsible for bringing together humanitarian actors to ensure a coherent response to humanitarian emergencies. OCHA supports the HC’s leadership to ensure effective coordination through a number of key coordination tools and mechanisms:

Cluster coordinationAn important part of coordination is ensuring that gaps and overlap are minimized in humanitarian work. To improve capacity, predictability, accountability, leadership and partnership, humanitarian action was restructured in 2005 and reorganized into clusters. These are groups of UN and non-UN humanitarian organizations working for the main sectors of humanitarian needs. Working with the lead agencies of the various clusters, OCHA helps to develop policies, coordinate inter-cluster issues, disseminate operational guidance and organize fi eld support. It also helps to ensure that the humanitarian system functions effi ciently and in support of the HCT and the HC’s leadership.

Humanitarian appeals coordinationAs part of the HPC, OCHA works with partners to develop humanitarian response plans, which are the primary planning tool for the HC and the HCT. The HRP is also a fundraising tool, as it can be shared with donors and partners to communicate the strategic priorities of the response. OCHA continuously seeks to mobilize adequate resources for humanitarian response in support of system-wide priorities and emerging areas of humanitarian work, aiming to minimize humanitarian funding gaps worldwide. Through the OCHA-managed CERF and CBPFs, OCHA ensures greater predictability, accountability and partnerships in fi nancing collective humanitarian action and response to emergencies.

International Search and Rescue Advisory Group (INSARAG) INSARAG is a network of 80 disaster-prone and disaster-responding countries and organizations dedicated to urban search and rescue (USAR) and operational fi eld support. With OCHA as its secretariat, INSARAG ensures that at-risk countries are best prepared to respond when disaster strikes and rescue teams are deployed according to common global standards and guidelines.

Logistics supportLogistics support is a key OCHA mechanism through which response to humanitarian crises is coordinated. Such support includes organizing the transfer of incoming relief items and emergency stockpiles, setting up and managing a professional warehouse at the airport, sorting and inventorying goods, and facilitating internationally recommended customs-clearance measures. OCHA has signed customs agreements with a number of Governments for this purpose.

OCHA’S COORDINATION TOOLS AND MECHANISMSOn-Site Operations Coordination Centre (OSOCC)OSOCC was designed to help local authorities in disaster-affected countries to coordinate international relief. An OSOCC is established as soon as possible following a disaster by the fi rst-arriving international USAR team or UNDAC team. It links international responders and the Government, and it provides a system to facilitate the activities of international relief efforts where the coordination of many international USAR teams is critical to ensure optimal rescue efforts. OSOCC is also a platform for cooperation, coordination and information management among international humanitarian agencies.

Surge capacity“Surge” is the process of swiftly deploying experienced coordination experts and other specialized humanitarian personnel during unforeseen emergencies and disasters and crisis deteriorations, or when a force majeure affects an offi ce. OCHA manages several surge mechanisms to mobilize staff. These mechanisms include the Emergency Response Roster, the Associates Surge Pool, the Stand-By Partnership Programme, and Senior Surge and Roaming Emergency Surge staff, known as RESO (Roaming Emergency Surge Offi cer) and ROSO (Roaming Operational Stability Offi cer). OCHA also houses the Protection Capacity and Gender Capacity projects secretariat, from which protection offi cers and gender advisers are deployed to the fi eld for new and protracted emergencies.

UN Civil-Military Coordination (UN-CMCoord) UN-CMCoord is the facilitation of dialogue and interaction between civilian and military actors, which is key to protecting and promoting humanitarian principles, avoiding competition, minimizing inconsistency and pursuing appropriate common goals. OCHA’s Civil-Military Coordination Section (CMCS) is the focal point in the UN system for this critical task. UN-CMCoord enhances a broad understanding of humanitarian action and guides political and military actors on how best to support that action. UN-CMCoord is particularly essential in complex emergencies to facilitate humanitarian access and the security of humanitarian aid workers. OCHA maintains a roster of trained personnel to act as dedicated civil-military experts in natural and complex emergencies, with a number of CMCoord offi cers and focal points stationed in OCHA offi ces around the world.

UN Disaster Assessment and Coordination (UNDAC)UNDAC mechanism is part of the international emergency response system for sudden-onset emergencies, and it deploys teams within 12 to 48 hours anywhere in the world. These teams are deployed free of charge to the disaster-affected country upon the request of the Resident or Humanitarian Coordinator and/or the affected Government. UNDAC has the core mandates of supporting Governments in assessment, coordination and information management. Specifi cally in response to earthquakes, UNDAC teams set up and manage an OSOCC to help coordinate international USAR teams responding to a disaster.

25

OCHA adjusted the size of its presence in country to requirements for coordination on the ground. As partners gradually began to phase down humanitarian operations, OCHA reduced the

of the year, with the humanitarian response largely complete, OCHA had closed its Nepal Country

OCHA’s coordination efforts in Pakistan facilitated the return of more than 113,000 displaced families to six Federally Administered Tribal Areas in 2015. OCHA ensured the returns were in accordance with the procedures agreed with the Government of Pakistan in the Returns Framework and following a security and needs assessment of the areas of return. In August, OCHA mobilized $11 million from the CERF Rapid Response Window to support the acceleration of returns. Where needs-assessment missions found that conditions were not conducive for returns, the situation was communicated to the authorities. OCHA’s consistent engagement with the authorities to

and national NGOs facilitated access in areas of return to address humanitarian needs.

With the increasing use of cash-based assistance in

the necessary training to staff, including to HoOs, to deepen their understanding of the technical and strategic issues of cash programming and coordination. Providing potentially life-

based assistance often requires well-adapted humanitarian planning and coordination systems

humanitarian contexts including Iraq, Myanmar, Nepal, Pakistan, the Philippines and Ukraine.

Pakistan: A young girl brings water from a well near Mataro Sand village, where people are forced to resort to drinking the

consumption. Credit: OCHA/Zinnia Bukhari

26

HUMANITARIAN FINANCINGIn December 2014, OCHA’s consolidated global appeal for 2015 aimed to ensure that adequate and timely funding would be available to overcome the shortfall in humanitarian funding. The $16.4 billion appeal was designed to minimize the humanitarian needs of 57.5 million people in 22 countries. By mid-year 2015, the number and scale of humanitarian crises had dramatically increased, and the number of people in need had risen to 82.5 million, requiring $19.9 billion across 37 countries. Throughout the year, OCHA coordinated system-wide advocacy to mobilize resources to address this unprecedented level of need, including pledging conferences for underfunded crises. OCHA’s strategic management of pooled funding mechanisms (CERF and the CBPFs) was essential in responding to the most urgent and prioritized needs throughout the year.

In 2015, CERF allocated $470 million to sudden-onset crises ($301 million) and underfunded crises ($69 million), covering 436 projects across 45 countries. These allocations were based on needs and strategic relevance, and they were aligned with CERF’s life-saving criteria. The largest allocations were for the Syria crisis ($83 million), El Niño-related emergencies ($59 million), the Yemen crisis ($44 million), the Lake Chad Basin crisis ($40 million) and the Nepal earthquake ($19 million). The largest recipient countries were Yemen ($44 million), Syria ($30 million) and Ethiopia ($27 million). The largest recipient sectors were food security ($148 million), health ($74 million) and WASH ($65 million). The agencies that received the most CERF funding were WFP ($160 million), UNICEF ($114 million) and UNHCR ($69 million). The average project budget was $1 million.

In addition to CERF, OCHA managed CBPFs. These are country-specific pooled-funding mechanisms to support the strategic allocation of donor resources to meet the most critical humanitarian needs identified in the HRP. During 2015, OCHA raised $591 million for its 18 CBPFs, the largest amount ever collected in a single year. These CBPFs were supported by 19 Member States. Of the top 10 donors, seven increased their contributions in 2015, reflecting their continued support for OCHA’s CBPFs. In 2015, OCHA rolled out new global guidelines for CBPFs, and it deployed a new online Grants Management System to support all CBPF processes throughout the programme cycle. The new guidelines aimed to introduce

clearer financial management guidance to ensure common understanding of budgeting and administrative aspects and procedures. They also strengthened corporate oversight and increased efficiency, transparency and corporate ability in the field and at headquarters.

CBPFs provided $505 million to humanitarian projects during 2015. Of the funding allocated, 60 per cent was provided to NGOs, including 17 per cent to national NGOs ($85 million), making CBPFs one of the largest sources of direct funding for national NGOs, and representing about half of their reported funding in 2015. The increased funding provided to national NGOs was possible due to improved risk management systems in the field and at headquarters. These systems include the implementation of more robust accountability frameworks and risk management systems on the ground, as well as the capacity to ensure appropriate oversight and compliance over funding entrusted to OCHA for humanitarian response.

In CAR, OCHA’s CBPF allocated $28 million to support 73 projects through two standard allocations aligned with the HRP priorities and time frame. The allocations were considered a small increase in 2015 compared with the

Myanmar: A father with his child in Sin Te Maw IDP camp. Credit: OCHA/Eva Modvig

27

$27 million of 2014. All were made in close collaboration and cooperation with the clusters. From the total allocated funds, 8 per cent was to national NGOs, many of which received funding for the first time. Also for the first time in 2015, the Logistics Cluster in CAR was awarded funding to carry out emergency logistical road repairs to facilitate humanitarian access to vulnerable people.

Funding for Iraq was slow in 2015. By mid-year, the country ranked second among the least-funded appeals globally. In June 2015, the Assistant Secretary-General for Humanitarian Affairs and Deputy ERC co-convened the launch of the Iraq HRP, targeting 5 million vulnerable Iraqis with essential, life-saving support through the end of December 2015. Partly because of these advocacy efforts, by the end of the year Iraq had mobilized 75 per cent of the requested $704.3 million for the year. Programme activities under the $500 million Saudi contribution for Iraq in 2014 had been largely completed by the

second quarter of 2015. The Kingdom of Saudi Arabia funds had enabled 12 UN agencies and the International Organization for Migration (IOM) to launch 27 relief projects in the most-affected areas nationwide to help 7 million people, including IDPs and host communities.

OCHA facilitated over 25 high-level meetings and side events during the Economic and Social Council Humanitarian Affairs Segment (ECOSOC HAS) in 2015. This included an event on humanitarian financing that brought together IASC partners and others to address capacity and resource challenges. HAS also provided early thought leadership and input for the deliberations of the Secretary-General-appointed High-Level Panel on Humanitarian Financing.

Together with the European Union, OCHA also organized and hosted a High-Level Pledging Conference for South Sudan in the margins of ECOSOC HAS, where $275 million was pledged.

The Third International Humanitarian Pledging Conference for Syria, held in March in Kuwait City, was a key achievement in humanitarian financing in 2015. Hosted by the Government of Kuwait and chaired by the UN Secretary-General, the conference raised approximately $3.6 billion for the Syria crisis response, 50 per cent more than in 2014. The conference brought together 14 additional partners that made significant pledges to alleviate human suffering caused by the crisis. These pledges included multi-year support in several instances and a noticeable investment in linking development and humanitarian activities. An unprecedented $510 million was

also raised from donor NGOs through an OCHA-supported meeting on the day prior to the conference. The meeting was hosted by the UN Secretary-General’s Humanitarian Envoy, who also organized the Top Donors Group, leading to the commitment of more than 95 per cent of the 2015 pledges. OCHA’s additional support to the initiative included developing products and communications materials in Arabic and English. Prior to the conference, OCHA launched a dedicated website to serve as the main hub for key documents for the event, a social media strategy, and a series of films, photographs and multimedia products.

SYRIA PLEDGING

CONFERENCE IN KUWAIT

Kuwait: High-level officials, including UN Secretary-General Ban Ki-moon, at the opening of the pledging conference for Syria. The

conference was hosted by His Highness Sheikh Sabah Al-Ahmad Al-Jabbar Al-Sabah, the Emir of Kuwait. Credit: UN/Eskinder Debebe

27

28

Zimbabwe

SomaliaMalawi

Honduras Haiti

EthiopiaEritrea

El Salvador

In 2015, OCHA's CERF was one of the quickest and largest supporters of early humanitarian action for El Niño.

IN FOCUS: CERF FUNDING FOR EL NIÑO

10 million US$

Underfunded emergencyRapid response

1

Underfunded emergencies window

$15.9MRapid response window

$43.0M$58.9MTotal allocated

CBPFs are multi-donor humanitarian financing instruments. In 2015, there were 18 CBPFs in 18 countries, allocating funding based on identified humanitarian needs and priorities at the country level in line with the Humanitarian Programme Cycle. Allocations go to UN agencies and IOM, national and international non-governmental organizations (NGOs) and the Red Cross/Red Crescent organizations. Donor contributions to CBPFs are unearmarked and allocated by the HC through an in-country consultative process. By the end of 2015, CBPFs had raised $591 million from 19 Member States and allocated $505 million to relief partners, 60 per cent of which was to NGOs, including 17 per cent to 149 national NGO partners.

CERF was established by the General Assembly in 2005. It is one of the fastest and most effective ways to support humanitarian response to disasters and conflict. Managed by OCHA, CERF receives voluntary contributions to provide immediate funding for life-saving humanitarian action. It has an average annual budget of $450 million, contributed mainly by Governments, but also by foundations, the private sector, charities and individuals. Its Advisory Group ensures that funds are allocated properly, disbursed in a timely manner, and reported appropriately and transparently. The group provides policy guidance to the Secretary-General on the use and impact of the fund, which is used primarily for rapid response and underfunded emergencies.

COUNTRY BASED POOLED FUNDS (CBPF)

CENTRAL EMERGENCY RESPONSE FUND (CERF)

$505millionallocated

18CBPFs 455619

CERF-recipientcountries


$301M rapid response$169M underfundedemergencies

Member Statesand private donors

Member States, two regional authorities, private donors & individuals

COUNTRY-BASED POOLED FUNDS (CBPF)


Some of the main impacts of El Niño include severe droughts and fl oods, food shortages due to poor harvests, rising prices, increased malnutrition, and forced displacement.

29

South SudanYemen

DR of the CongoSudanTurkey

SomaliaEthiopia

AfghanistanSyrian Arab Republic

Central African RepublicIraq

LebanonMyanmar

NepalMalawi

ChadPakistan

CameroonNiger

HaitiJordan

RwandaNigeria

UR of TanzaniaDPR of Korea

ZimbabweoPt

ColombiaAlgeria

VanuatuUkraine

MozambiqueEgypt

UgandaDjibouti

EritreaBangladeshEl SalvadorMauritania

BurundiMadagascar

HondurasPhilippines

LibyaPeru

Chile

$105.297.479.577.863.756.253.851.742.739.735.223.520.819.116.916.514.914.113.712.911.910.5

9.99.28.38.15.75.15.15.04.94.03.53.23.03.03.02.72.52.52.32.21.51.50.90.8

$91.853.164.653.654.730.926.837.912.828.122.7

5.55.0

3.9

3.72.9

5.72.1

$13.444.3

6.89.1

5.317.0

5.8

11.64.5

10.419.116.910.511.014.113.7

9.2

8.09.99.26.38.1

5.15.04.94.0

3.2

2.72.5

2.32.21.51.50.90.8

$8.015.1

9.020.010.0

8.029.9

0.08.0

18.05.4

6.0

9.02.5

2.0

3.0

3.5

3.03.03.0

2.5

+ + =

ALLOCATIONS BY COUNTRY AND FUNDING MECHANISM (in US$ millions)

Country-BasedPooled Funds

CERF RapidResponse Window

CERF UnderfundedEmergencies Window

TOTAL 2929

Zimbabwe

SomaliaMalawi

Honduras Haiti

EthiopiaEritrea

El Salvador

In 2015, OCHA's CERF was one of the quickest and largest supporters of early humanitarian action for El Niño.

IN FOCUS: CERF FUNDING FOR EL NIÑO

10 million US$

Underfunded emergencyRapid response

1

Underfunded emergencies window

$15.9MRapid response window

$43.0M$58.9MTotal allocated

CBPFs are multi-donor humanitarian financing instruments. In 2015, there were 18 CBPFs in 18 countries, allocating funding based on identified humanitarian needs and priorities at the country level in line with the Humanitarian Programme Cycle. Allocations go to UN agencies and IOM, national and international non-governmental organizations (NGOs) and the Red Cross/Red Crescent organizations. Donor contributions to CBPFs are unearmarked and allocated by the HC through an in-country consultative process. By the end of 2015, CBPFs had raised $591 million from 19 Member States and allocated $505 million to relief partners, 60 per cent of which was to NGOs, including 17 per cent to 149 national NGO partners.

CERF was established by the General Assembly in 2005. It is one of the fastest and most effective ways to support humanitarian response to disasters and conflict. Managed by OCHA, CERF receives voluntary contributions to provide immediate funding for life-saving humanitarian action. It has an average annual budget of $450 million, contributed mainly by Governments, but also by foundations, the private sector, charities and individuals. Its Advisory Group ensures that funds are allocated properly, disbursed in a timely manner, and reported appropriately and transparently. The group provides policy guidance to the Secretary-General on the use and impact of the fund, which is used primarily for rapid response and underfunded emergencies.

COUNTRY BASED POOLED FUNDS (CBPF)



18CBPFs 455619

CERF-recipientcountries


$301M rapid response$169M underfundedemergencies

Member Statesand private donors

Member States, two regional authorities, private donors & individuals

COUNTRY-BASED POOLED FUNDS (CBPF)


30

PROTECTION & ACCESS TO ASSISTANCEIn 2015, OCHA operated in many complex emergency settings where the human rights of affected people were routinely violated and they were unable to regularly access assistance. OCHA worked hard to achieve its mandated responsibility to improve humanitarian access for the effective delivery of assistance and protection. Its advocacy and coordination to advance the protection of affected people and access to assistance required systematic monitoring, analysis and the development of context-appropriate strategies to overcome constraints.

By the end of 2015, over 4.6 million Syrians had fled to neighbouring countries such as Iraq, Jordan, Lebanon and Turkey. Another 6.5 million Syrians were internally displaced, making Syria the world’s largest displacement crisis. Access to people who needed urgent humanitarian help was hindered by active conflict, shifting frontlines, administrative and bureaucratic hurdles, violence along access routes, and general safety and security concerns.

To ease the pressing needs of these millions of Syrians, OCHA worked continuously to improve protection and access to assistance, especially in besieged and hard-to-reach areas. Through consultations with an extensive network of partners, OCHA gathered information and analysis on the humanitarian situation in these areas. This informed the humanitarian leadership’s advocacy, outreach and decision-making. OCHA provided strong advocacy support on access at all levels. It stepped up its work with actors outside formal Whole of Syria (WoS) coordination arrangements to increase common understanding of the situation in locations seized by designated terrorist groups. With the support of the humanitarian leadership’s Senior Protection Adviser (ProCap), the WoS Strategy for Humanitarian Protection and Advocacy was endorsed by the Strategic Steering Group in October 2015. The strategy provided underlying principles, a vision and an action plan setting out roles and responsibilities at the WoS level. However, despite OCHA’s efforts, large areas of the country remained inaccessible, parties continued to violate their clear legal responsibilities to allow access, and massive humanitarian needs remained unmet.

In Turkey, where OCHA has one of its three hubs to implement the 2015 Syria Humanitarian Response Plan, engagement with the Government resulted in significant adaptations in the regulatory environment applicable for cross-border operations, particularly for NGOs. With the authorities, OCHA established a registration system for staff at Bab Al-Hawa, Bab Al-Salam and Ayn Al-Arab border crossings through Turkey. It also obtained permission to export fuel from Turkey into Syria for humanitarian programmes, and it obtained adjustments to labour, NGO registration and NGO oversight laws.

In oPt, protection of civilians remained the major concern throughout 2015. A wave of attacks and violence erupted in October, and a rise in structure demolitions, displacements and access restrictions affected livelihoods. With the Working Group for Area C—a region that covers nearly 60 per cent of the West Bank, including East Jerusalem—OCHA successfully documented and reported protection concerns, and it engaged with a variety of high-level international leaders and representatives of the diplomatic corps, providing briefings and site visits. It also highlighted the concerns through the USG/ERC’s Security Council briefing and engaged the Government of Israel at various levels.

Timbuktu, Mali: A young boy sits on a tire.Credit: MINUSMA/Blagoje Grujic

31

Some easing of movement-and-access restrictions was reported, as well as a decline in casualties from live ammunition in clashes. However, due to the escalation of Palestinian attacks and Israeli responses, the casualty numbers rose signifi cantly in the second half of 2015. In addition, the number of demolitions of residential structures has increased in recent months.

Despite the signing of the peace agreement in Mali in June 2015, protection of civilians and access to vulnerable people continued to be major challenges, particularly in the north. Within the Access Working Group, OCHA Mali played a key role in developing an access strategy with humanitarian partners to adopt concrete measures to minimize access constraints. OCHA Mali also took part in the work of the Reconciliation, Justice and Humanitarian Issues Sub-Committee, which is responsible, inter alia, for monitoring humanitarian issues throughout the implementation of the peace agreement. This allowed OCHA Mali to further advocate access to and protection of civilians.

In the Philippines, OCHA advocated for the protection of civilians and humanitarian access when fi ghting intensifi ed in central Mindanao between the military and police, and non-State

armed groups. Culminating in the fi rst quarter of 2015, the clashes displaced over 148,000 people. OCHA facilitated regular coordination meetings between the military and humanitarian actors, through which humanitarian agencies were able to plan assessments and relief operations to the affected areas. OCHA also advocated for the protection of and the humanitarian assistance for the displaced people in Zamboanga City, who numbered about 24,600 by the end of the year out of an initial caseload of almost 120,000 people displaced by confl ict in September 2013. In 2015, OCHA worked with city authorities to address challenges in coordinating humanitarian agencies and engaging communities.

The Lake Chad Basin crisis required urgent attention in 2015. OCHA’s Regional Offi ce for West and Central Africa (ROWCA) made signifi cant contributions to placing this crisis on the international agenda, leading to funding commitments from various donors. The offi ce conducted advocacy on protection through a combination of public and private briefi ngs, media work and public information products including tweets, social media posts, press releases and speeches, condemning protection breaches and calling for respect for international law and standards. OCHA ensured the voice of

Snapshot: South Sudan Operational Presence Map (3W: Who does What, Where) shows protection as one of the key priorities for humanitarian actors operating in the country.

9276

106321000

International NGONational NGO

United NationsGovernment

FBOsIO

CBOsDonors

DevelopmentRegional Entities

8449

3836352827

198830

ProtectionNutrition

NFIs & ESFSL

HealthWASH

EducationCCCM

ETCMine Action

LogisticsMulti Sector

190 Organizations responding withemergency programmes

1-10

> 41

By organization type By cluster

11 - 2021 - 3031 - 40

32

the affected communities was also systematically featured in regional and international public events and donor briefi ngs through multimedia, videos and testimonials from the fi eld. At headquarters, OCHA organized a high-level meeting during the General Assembly with high-level participation from affected countries and Member States to raise awareness about the dire humanitarian situation and the root causes of the confl ict. OCHA’s efforts contributed to reframing the narrative of the Boko Haram-related violence around the region rather than only in Nigeria’s north-east.

In South Sudan, OCHA engaged in

extensive negotiations, mobilizing humanitarian

leadership and the diplomatic community

as necessary to facilitate safe, unhindered and

immediate humanitarian access to key areas.

For example, from the end of June 2015, the delivery of life-saving assistance in the Upper Nile State was severely affected due to the Government-imposed restrictions on barge movements along the River Nile and the denial of fl ight-safety assurances to land in Malakal. The restrictions were fi nally lifted in August following OCHA’s intensive engagement with the national authorities, including by the USG/ERC during his visits, and the leverage of diplomatic networks and behind-the-scenes advocacy efforts. These allowed humanitarian partners to resume the supply of critical medicines, fuel, food, nutrition supplies and water-treatment chemicals at a particularly critical time, as more than 10,000 people, mainly from Wau Shilluk, arrived in the Malakal Protection of Civilians site, causing severe congestion and pressure on humanitarian agencies to provide services.

OCHA also played a critical role in facilitating the return of two inter-agency humanitarian teams to Leer County, Unity State—one of the areas hardest hit by confl ict in 2015, and where an estimated 40,000 people reportedly faced catastrophic food insecurity. Humanitarian presence in Leer County was severely limited after fi ghting broke out in May 2015 as part of a large-scale military offensive. After attempting to re-establish a

Snapshot: Afghanistan: Confl ict-Induced Displacements (1 January - 31 October 2015)

33

presence in October, humanitarian partners were forced to again withdraw staff when fighting escalated and aid workers were threatened. Throughout November, OCHA supported the HC to undertake intensive advocacy, calling for a halt in the fighting to enable humanitarian partners to return to Leer. OCHA then undertook a field mission with the United Nations Department for Safety and Security to negotiate access with authorities on the ground. It also led the coordination of relevant operational partners for two inter-agency and multisectoral teams to return to Leer in the first week of December, leading the way for sustained scale-up of the response.

On 31 October, with OCHA’s active support, the UN Secretary-General and the ICRC President issued an unprecedented joint statement that called on Member States to redouble efforts to find solutions to conflicts; press parties to conflicts to respect IHL and hold perpetrators of violations accountable; protect humanitarian and medical workers and facilities; ensure unhindered humanitarian access; protect and assist IDPs and refugees; address situations of protracted displacement; and reduce the humanitarian impact of EWIPA. This important statement underlines UN and ICRC commitment to ensure the protection of people in need in armed conflict. It also outlines the UN’s key priorities.

Explosive weapons create a blast-and-fragmentation zone that can kill, injure or damage anyone or anything within that zone. The indiscriminate effects of the use of explosive weapons devastate civilians. Continuing its advocacy on the issue, OCHA launched three reports on EWIPA in 2015. In partnership with the UK-based Action on Armed Violence (AOAV), OCHA published State of Crisis: Explosive Weapons in Yemen, which investigates the humanitarian impact of the use of EWIPA in Yemen during the conflict up to 31 July 2015. In a

similar partnership with Netherlands-based PAX, two separate reports were published in 2015 on Libya and Ukraine: Collateral: The Human Cost of Explosive Violence in Ukraine and Shattered Lives: Civilians Suffer from the Use of Explosive Weapons in Libya. Both reports tell the horrific stories of affected people to inspire others to join the call for urgent and decisive action to prevent similar harm. The reports also encourage States and parties to conflict to break this unsafe pattern and to prevent the use of explosive weapons with a wide-area effect.

EXPLOSIVE WEAPONS IN POPULATED AREAS (EWIPA)

33

Sa’ada, Yemen: The city of Sa’ada was heavily hit by air strikes in the first four months of the escalating conflict in Yemen. Credit: OCHA/Philippe Kropf

34

EMERGENCY RESPONSE PREPAREDNESSAn effective humanitarian response, whether to new disasters or protracted conflicts, requires adequate preparation in coordination with key national, regional and international partners. In 2015, OCHA continued to coordinate emergency preparedness activities with humanitarian actors through its country and regional offices to improve system-response readiness to new or deteriorating crises. In addition to contingency planning and other preparedness measures, OCHA managed international response tools, such as the UNDAC system, INSARAG, civil-military coordination and other preparedness mechanisms to better respond to humanitarian disasters.

In 2015, OCHA invested in emergency preparedness for countries at risk of disasters. Building the capacity of countries and humanitarian partners in the initial phases of response, the inter-agency Emergency Response Preparedness (ERP) approach was able to accelerate the recovery of affected communities. OCHA deployed the ERP approach in 14 countries

and plans to roll it out in 50 additional countries in 2016. The ERP was in place in Nepal two months prior to the April 2015 earthquake, and it has been credited with having a positive impact on the response by ensuring the HCT focused on practical operational issues.

Through its regional offices, OCHA provided critical and timely support to countries for effective response to humanitarian emergencies and mitigation of anticipated risks. The support was particularly important in Burundi, where the Regional Office for Eastern Africa (ROEA) engaged with the country team six months before elections to implement a contingency plan, including a budget. This helped to step up collective advocacy on humanitarian risks and mobilize human and financial resources to meet potential humanitarian needs as a result of the political crisis. The office also surged staff to Burundi and helped the country team adjust its footprint in the country. ROEA also helped country and regional teams establish coordination and response architectures, such as the Kenya Humanitarian Partnership Team, which strengthened preparedness to mitigate the effects of El Niño. ROEA also reviewed disaster management mechanisms in Uganda and recommended a more coherent and effective architecture for the country team. In Côte d’Ivoire, the OCHA-led Inter-Agency

A level-three (L3) emergency is the highest level of crisis declared by the UN and partner agencies. In coordination with the IASC principals, the ERC designates a crisis a system-wide L3 emergency in order to mobilize the resources, leadership and capacity of the humanitarian system. The decision to designate an L3 emergency depends on key criteria, including the scale of the emergency, the urgency and complexity of the needs, the lack of national capacity to respond and the reputational risk for the humanitarian system. In 2015, OCHA managed and supported five

IASC L3 emergencies in CAR, Iraq, South Sudan, Syria and Yemen. Corporate emergencies are rapid-onset or rapidly escalating crises requiring OCHA’s highest level of response. The USG for Humanitarian Affairs declares a corporate emergency after considering the scale, complexity and urgency of the situation, as well as OCHA’s capacity to respond in the affected country and region. Corporate emergencies prompt all parts of OCHA to prioritize support to the OCHA field offices involved.

L3 EMERGENCIES AND CORPORATE EMERGENCIES

35

Contingency Plan task force carried out renewed analysis on the risks of floods, cholera and communal violence. The last update, which took place in August 2015, anticipated the humanitarian consequences of the elections in neighbouring countries and the likelihood of a refugee influx. A contingency plan was developed to focus specifically on the risks and preparedness capacity in relation to the national presidential elections held in late October 2015. Designed in coherence with the national plans of Burkina Faso, Guinea and Liberia, Côte d’Ivoire’s contingency plans entailed scenarios with cross-border movement. In the west, the OCHA sub-office facilitated a similar contingency-planning exercise on the basis of the national elections, focusing primarily on the impact of events and preparedness levels in the area.

OCHA had a significant role in contingency planning in Sudan and CAR. In Sudan, OCHA played a key role in activating a flood task force chaired by the Humanitarian Aid Commission and co-chaired by OCHA. This ensured that all key members of the Intersectoral Coordination Group and line ministries had a platform to discuss, update and monitor flood response. OCHA used the task force to advocate more Government action and less reliance on external humanitarian assistance for recurrent natural hazards. Consequently, the Government committed to

take responsibility to assist and pre-position supplies for up to 2,000 flood-affected families in each state, and to support the humanitarian community to provide assistance when more than 2,000 people in a state are affected.

In CAR, violent conflict affected nearly the entire population and left some 2.3 million people (over half of the population) in dire need of assistance. OCHA supported the HCT in developing a contingency plan for the critical electoral and post-election period.

Somalia experienced various shocks in 2015. Flooding, drought, conflict, persistent protection challenges and disease outbreaks illustrated the country’s continued fragility and necessitated OCHA’s emergency preparedness. OCHA worked with the HCT to formulate a contingency plan to prepare for, mitigate and respond to the flooding and drought exacerbated by El Niño. Preparedness and risk mitigation work by communities, authorities and international partners allowed for the repair of river banks and the relocation of high-risk communities to higher-level ground with more stable shelters to prevent involuntary family separations and property loss. The humanitarian community mitigated the extent and impact of floods, allowing crops to be planted and losses to be minimized. The El Niño effect did not hit Somalia at the magnitude feared, but early warning and pre-emptive joint action through the formulation of the contingency plan with partners and the Government reduced the humanitarian impact significantly.

Côte d’Ivoire: OCHA organizes a discussion group during an inter-agency mission to monitor the humanitarian situation in Zibabo Yeblo village, in the west of the country.Credit: OCHA/Anouk Desgroseilliers

35

36

FIT FOR THE FUTURE

37

In light of this changing landscape, OCHA launched a study in December 2015 titled Leaving no one Behind: Humanitarian Effectiveness in the age of the Sustainable Development Goals. The study explores the meaning of humanitarian effectiveness in light of the growing scale and scope of humanitarian challenges and the protracted nature of today’s crises. It considers how the recently adopted SDG commitment to “reach the further behind first” offers an opportunity to take a more collective, multi-year approach to working together, particularly in protracted and recurrent crises, to produce better outcomes for crisis-affected people. The study’s findings provide recommendations on developing OCHA’s work on risk and vulnerability, interoperability, multi-year planning, protracted crises, humanitarian financing and innovation. Many of these recommendations will be discussed during WHS.

Through its work in organizing the WHS consultation process, OCHA created the opportunity to develop solutions to the most pressing humanitarian challenges and set an agenda to keep humanitarian action fit for the future.

DIVERSITYIn 2015, OCHA improved the delivery of principled humanitarian response by fostering more diversified partnerships for multilateral humanitarian action with Member States, NGOs and the private sector. It identified opportunities for engagement with potential and existing partners, and it helped to prioritize a wider engagement of stakeholders in response to crises.

During the seventieth UN General Assembly, OCHA organized and supported five high-level events to raise awareness and highlight the consequences of conflicts and natural disasters, and to improve response effectiveness. Three events focused on the humanitarian situations in the Lake Chad Basin, Yemen (including 19 ministerial-level participants) and Iraq, and each event had high-level representation and participation from a diverse range of affected and non-traditional partners. In addition to public declarations of support and commitments, a number of Member States made additional resource pledges, spanning the variety of OCHA’s existing and emerging responder-and-partner networks. The events were an important milestone in galvanizing stakeholders and encouraging them to continue their engagement in preparing and implementing outcomes. The high level of participation also demonstrated the political will to tackle humanitarian challenges collectively.

OCHA conducted targeted advocacy among Member States, and it ensured that the scope of the SDGs was extended to address, for the first

Given the increasing number of people in need, the

humanitarian tragedy of protracted crises and an ever-

growing financial price tag, OCHA strives to enhance its field effectiveness. OCHA is

also dedicated to making itself and the humanitarian sector fit for the future, ensuring a diverse, interoperable and innovative community. By

working with Governments, NGOs, businesses and

humanitarian professionals, OCHA aims to improve the

coordination and effectiveness of global response to humanitarian crises.

Tokyo, Japan: The WHS regional consultation for North and East Asia. Credit: OCHA/Irwin Wong

38

time, the needs of displaced people within a development agenda. OCHA provided technical advice on the resolution on IDPs, and it undertook advocacy to bring the issues of displacement and protection of civilians to the Security Council. During the final critical stages of the negotiations on the 2030 Agenda for Sustainable Development Goals and the Addis Ababa Action Agenda of the Third International Conference on Financing for Development, OCHA emphasized the importance of providing additional tools for meeting the specific needs of displaced people. Its approach consisted of strategic policy advice and direct liaison with Member States, including traditional donors and a wide set of delegations, which was crucial to ensure that a more diverse set of actors were engaged in more collective humanitarian action. The outcome documents included provisions recognizing the importance of managing the risks of humanitarian crises; addressing forced displacement; the impact of complex humanitarian emergencies on sustainable development; and focusing on the most vulnerable countries and people, such as those affected by humanitarian crises, particularly refugees and IDPs.

OCHA supported the organization of the annual ECOSOC HAS in Geneva in June, under the leadership of the ECOSOC Vice President Tunisia. The segment included two high-level panel discussions to address capacity and resource challenges through humanitarian financing, and to protect civilians by upholding international humanitarian law. The segment also included a general debate, 25 high-level and side events, and a humanitarian trade fair. All parts of the segment aligned with the annual report of the Secretary-General on strengthening coordination of emergency humanitarian assistance of the United Nations and preparations for WHS.

Throughout the year, OCHA organized and participated in meetings of Dialogue for Humanitarian Partnership, an informal, cross-regional group of 25 Member States that discusses and provides guidance on operational and policy issues of concern to international humanitarian actors. This was carried out under the WHS themes of effectiveness and the needs of conflict-affected people.

In 2015, OCHA ensured regular operational engagement with NGO partners at the headquarters and field levels by convening regular consultations with partners and pursuing dialogue around key strategic, operational and advocacy concerns. It engaged regularly with Member States to encourage their political and financial support for principled and effective humanitarian action. Through the Emergency Directors Group (EDG), comprising NGOs and UN partners, OCHA promoted humanitarian partners’ collective engagement with donors on country-specific operations, as well as longer-term strategic operational issues. The EDG remained actively engaged in all new and ongoing L3 surge

operations in CAR, Iraq, South Sudan, Syria and Yemen, reviewing system-wide surge and scale-up of these operations.

OCHA also provided support to the creation of a network of South Asian NGO consortia from six countries focusing on emergency preparedness and response.

The Gulf Liaison Office, the International Islamic Charity Organization and Direct Aid organized the sixth Annual Partnership Conference for Information Sharing for Better Humanitarian Action, bringing together about 200 humanitarian practitioners from Governments, NGOs, academia and UN actors in the Gulf and beyond for networking and joint action. The focus was on finding regional solutions to regional problems, responding to protracted displacement, addressing humanitarian financing challenges, and enhancing protection and access.

INTEROPERABILITYIn 2015, well-coordinated and interoperable humanitarian response capacities remained a key objective of OCHA. International, regional and national actors were empowered to undertake and promote knowledge-transfer and capacity-building to strengthen self-reliance. OCHA ensured that response tools and services reflected global and regional lessons and were adapted for use by national partners. To guide OCHA’s role in this regard, it published the policy paper ‘Interoperability: Humanitarian Action in a Shared Space’ in June 2015. This reflected on the key shifts required of the international humanitarian system to support greater interoperability between different response systems, while enabling national and local institutions to lead and coordinate humanitarian responses. These shifts were made evident throughout the year in the following responses.

In September 2015, OCHA coordinated an INSARAG Regional Exercise hosted by the Government of Chile. In addition to the UN country team, the participants consisted of representatives of the entire National Civil Protection system, 11 national and 25 international USAR and medical teams from 16 countries, as well as six international, regional and non-governmental organizations. OCHA’s participation also included the UNDAC team comprising eight countries, which was supported by all key UNDAC support partners in the region: Americas Support Team, MapAction, RedHum, TSF and White Helmets. The exercise planning and control group was a truly regional cooperation that brought together representatives from seven countries and five international organizations, including OCHA as coordinator.

39

The GHPF aimed to encourage global leadership in humanitarian affairs while incorporating the views of leaders from outside the traditional humanitarian space. Held on 1 and 2 December 2015, the forum saw the launch of OCHA’s newest policy study, Leaving No One Behind: Humanitarian Effectiveness in the Age of the Sustainable Development Goals. The GHPF’s top recommendations concluded that humanitarians cannot substitute for political solutions as protracted crises proliferate. Sharing analyses with those outside of the humanitarian system should be promoted, and humanitarian and development siloes should be overcome, including joint planning and fl exible funding between humanitarian and development actors. Recommendations included creating a cross-sector alliance that promotes coordination and standards within the humanitarian innovation sector, as well as ensuring the formation of partnerships among businesses, Governments, and humanitarian and development actors. The forum emphasized the importance of ensuring dedicated resources for preparedness,

Through HAS, ECOSOC provided a unique opportunity for Member States to address challenges and operational and normative progress on the humanitarian policy agenda in 2015. From 17 to 19 June, HAS focused on ‘The future of humanitarian affairs: Towards greater inclusiveness, coordination, interoperability, and effectiveness’. In a key side meeting, OCHA highlighted the critical underfunding of humanitarian and development efforts in Chad. Despite Chad’s growing international role and the considerable internal progress that has been made after decades of internal confl ict, the historically low levels of international assistance relative to Chad’s high humanitarian and development requirements underlined the fragility of the aid-orphan country. Discussions were held

particularly supporting the local civil-society capacity, addressing the structural causes of gender exclusion, and adopting area- and system-based approaches to humanitarian response.

with Chadian Government representatives, the Organisation for Economic Co-operation and Development, and donors that have traditionally supported the country’s development. The event emphasized the importance of diversifying programming with more funders at the right level of society with the right type of funding to demonstrate stronger solidarity with Chad’s leading role in stabilizing the region. Moreover, the seventieth session of the General Assembly in September 2015 also offered a chance to discuss the multidimensional scope of the humanitarian crisis unfolding in the Lake Chad Basin and the support that the international community could provide to alleviate the impact of this crisis, which has affected more than 7 million people.

GLOBAL HUMANITARIAN POLICY FORUM (GHPF)

ECOSOC HUMANITARIAN AFFAIRS SEGMENT AND CHAD

39

40Category 5 Tropical Cyclone Pam struck Vanuatu on 13 March 2015, affecting the country’s 80 islands (approximately 270,000 people). To respond to the widespread damage across Malampa, Penama, Sanma, Shefa, Tafea and Torba Provinces, OCHA deployed an UNDAC team that arrived three days later. The team reached 25 staff at its peak, including support staff. Despite team members coming from different organizations and arriving and leaving at different times, the cohesion between OCHA and UNDAC was almost seamless. The team supported the Vanuatu National Disaster Management Office (NDMO) in organizing and conducting initial joint rapid needs assessments in collaboration with UN agencies and NGO partners. These assessments, based on the NDMO key informant and visual assessment-based methodology, confirmed urgent, life-saving needs among the affected people. The team was also responsible for developing the $38 million Humanitarian Action Plan for Vanuatu.

UNDAC IN VANUATU

Port Vila, Vanuatu: Half of Vanuatu’s population was affected by Tropical Cyclone Pam. Many homes were destroyed. Credit: UNICEF Pacific/Alice Clements

Despite the 8.4-magnitude earthquake that had struck just a few days earlier, the Government of Chile proceeded with the event, demonstrating the country’s resilience and strong willingness to enhance its emergency preparedness, response protocols and readiness for a potential need of its international assistance.

OCHA’s Regional Office for the Pacific (ROP) responded to a number of emergencies, the most significant being Tropical Cyclone Pam (Category 5) in March 2015. It required international support, as it was one of the strongest storms ever seen in the South Pacific, affecting several countries including Vanuatu and Tuvalu. In Vanuatu, OCHA mobilized international response mechanisms, including a three-week UNDAC mission, followed by a two-month OCHA mission after the UNDAC team’s departure. The office helped to prepare a $5 million CERF application, and it supported the development of the $38 million Humanitarian Action Plan. It also mobilized support through regional and international media.

40

Vanuatu: An UNDAC team supports government-led rapid needs assessments four days after the disaster. Credit: OCHA

41

The Government of Tuvalu committed $910,000 to the fund, which was the first pledge of its kind in the Pacific. OCHA proved its crucial role in exercising previous lessons learned for both disasters.

Due to the intensification of the Boko Haram attacks in Niger’s Diffa region, OCHA’s efforts focused on strengthening humanitarian regional coordination mechanisms to address chronic malnutrition and food insecurity, epidemics, and the displacement of nearly 300,000 Nigerian refugees, Nigerien returnees from Nigeria and IDPs. Under OCHA’s leadership, an Inter-Organization Coordination Committee was set up in late 2015 to support regional coordination structures co-led by the Government and international counterparts. As part of the Steering Committee of the Rapid Response Mechanism, OCHA set up tools for response planning and monitoring in Diffa. It also played a key role in civil-military coordination by activating a UN-CMCoord cell comprising humanitarian actors and military troops of the region fighting Boko Haram, including the Multi-National Joint Task Force of the Lake Chad Basin Commission and Benin.

Through its Regional Office for the Caucasus and Central Asia (ROCCA), based in Almaty,

Kazakhstan, OCHA organized a Russian-language OSOCC course in Armenia, with participation of the ministries and Committees of Emergency Situations from Armenia, Kazakhstan, Kyrgyzstan and Tajikistan. As part of the regionalization approach of INSARAG, which is a global network of more than 80 countries and organizations, with OCHA as the secretariat, ROCCA supported Ministries of Emergencies preparing for the INSARAG External Classification. This is a voluntary and independent peer-review process that ensures only qualified and appropriate international USAR resources are deployed to an emergency. This event provided an important opportunity for a more diverse set of actors to engage in and provide political, technical and material support to collective humanitarian action for the region, and within their respective national contexts.

OCHA’s Regional Office for Asia and the Pacific (ROAP) continued to strengthen the partnership with the Association of Southeast Asian Nations (ASEAN) during 2015. The first-ever deployment of staff from the ASEAN Coordinating Centre for Humanitarian Assistance (AHA) joined an UNDAC team to the Yemen cyclone response in October. OCHA delivered several modules, including a one-week intensive introduction to the international humanitarian system, and specialized modules

In Tuvalu, OCHA supported the development of the

$10 million recovery and resilience plan. One of the plan’s important outcomes

was the establishment of an Emergency Response Fund (the Tuvalu Assistance Trust Fund) to meet immediate

needs during emergencies prior to the arrival of international support.

42

INNOVATIONInnovation enables the humanitarian system to do more for more people at less cost. In the humanitarian sector, the consistent fostering and scaling of innovative tools and processes as a means for improvement remained an important priority for OCHA in 2015. OCHA helped to identify new tools, products and services to address system-wide challenges.

OCHA finalized the process of creating the Humanitarian Exchange Language (HXL) to increase the interoperability of data across organizations. HXL is a data standard that facilitates the exchange and merging of information across agencies for a more complete and accurate operational picture of a crisis. It has undergone two major field trials in Nepal and Guinea, and it has since been adopted by,

on communications and advocacy, assessments and civil-military coordination, all targeting staff of national disaster management organizations in ASEAN Member States. The Regional Office supported a partnership mission to India, including extensive visits with the Government, the National Disaster Response Force, civil society, the private sector and the South Asian Association for Regional Cooperation Disaster Management Centre. The AHA Centre and OCHA worked closely during responses in Malaysia (January) and Myanmar (August), including joint reporting in both situations. By the end of 2015, the ASEAN Secretariat, the AHA Centre and OCHA had agreed to develop a five-year plan of action as part of the next phase of

the ASEAN Agreement on Disaster Management and Emergency Response Work Programme 2016-2020.

OCHA held its Fourth Annual Global Humanitarian Policy Forum in December 2015, which included the launch of the policy study titled Leaving No One Behind: Humanitarian Effectiveness in the Age of the Sustainable Development Goals. The forum included a mix of public discussions and private workshops. It identified the urgent need to work together—whether humanitarians, development actors, Governments, local organizations, the private sector or diaspora—but with the needs of affected people at the centre.

among others, UNHCR to publish its population statistics on international displacement, and the British Red Cross to analyse data related to the European refugee crises. OCHA responded to a global innovation challenge with Microsoft and the UN Office of Information and Communications Technology, soliciting proposals from OCHA’s offices around the world. OCHA ROMENA won the challenge, having submitted a proposal to develop a rapid data-collection and dissemination tool for use in Libya. Microsoft is now working with ROMENA and the Libya HCT, temporarily based in Tunis, to develop the platform. This initiative was important for the Libya team, as the country faced challenges in quickly analysing available data while also recognizing the need to diversify information sources, including SMS-based sources and social media.

The Pacific region: During emergencies, understanding the roles and responsibilities of each humanitarian partner ensures better collaboration. Credit: OCHA/Karina Coates

43OCHA also led the development of the Global Alliance for Humanitarian Innovation (GAHI), launched at WHS. The GAHI will accelerate transformative improvements for humanitarian action by enabling and creating a shared space for the development, use and scaling of innovative tools, approaches, partnerships and processes for the global community to more effectively meet humanitarian needs. GAHI’s value lies in its ability to develop incentives and returns for a range of stakeholders. It addresses sector-wide problems, including significant barriers to humanitarian innovation, such as scaling. The GAHI will have a multiplier effect, ensuring the adoption and scaling of innovative products and processes within new and existing systems and across sectors. OCHA continues to engage with a broad range of partners on innovation, particularly those from the private sector. In 2015, OCHA conducted 15 consultations with the private sector. These consultations led to specific industry commitments and deepened engagement with the humanitarian community. They also identified a clear need for humanitarian actors to better articulate key challenges where support is needed. OCHA also led and participated in events with Silicon Valley-based tech companies to identity priorities and challenges that the private sector can address. A consultation in May 2015 identified a clear need for humanitarian actors to better articulate key challenges where support is needed, as well as to coordinate engagement with the private sector in developing innovative solutions to problems.

OCHA released the World Humanitarian Data and Trends 2015 report as part of its efforts to improve data and analysis on humanitarian situations worldwide and to build a humanitarian data community. The publication provides policymakers, researchers and humanitarian practitioners with an evidence base to support humanitarian policy and operational decisions, and it covers two main areas: humanitarian needs and assistance in 2014, and wider trends, challenges and opportunities that affect humanitarian action. This year’s edition features a new section showcasing region-specific trends identified by OCHA’s regional offices. The report also examines issues of increasing concern, such as statelessness, displacement and long-term conflict trends. In parallel, the report highlights opportunities available to improve humanitarian action, such as using social media and online volunteer communities to support emergency response.

The 2014 edition won first prize in the technical book category at the Washington Publisher’s Book Design and Effectiveness Show. OCHA worked with over 14 data partners to produce the 2015 report, which uses case studies for global trends and incorporates many advanced infographics. It is accessible through its companion microsite www.unocha.org/humanity360, and printed copies have been disseminated through OCHA’s regional and country offices.

2015 WORLD HUMANITARIAN DATA AND TRENDS

43

44

MANAGEMENT & ADMINISTRATION

45

PEOPLE MANAGEMENTOCHA ranks People Management as the first objective in its 2014-2017 Management Plan. The organization continued to perform its key function of ensuring first-response capability through flexible staffing modalities to prepare, train and deploy specialized staff in 2015.

Through its Emergency Response Roster (ERR), OCHA provided essential capacity for new and escalating emergencies by deploying 88 ERR members to 20 countries, with an average deployment duration of 11 weeks. This is in addition to 39 staff deployed through the Associates Surge Pool (ASP) mechanism, which is the largest number of deployments since the inception of ASP. OCHA’s Stand-By Partnership Programme deployed 68 experts to support OCHA operations.

Surge rosters were widely used in OCHA’s field operations to respond to crises, but Nepal, Yemen and Ebola-affected countries accounted for the majority of deployments with 20, 17 and 15 staff members respectively. OCHA’s regional offices also played a key role in ensuring that the right staff were deployed on surge missions at the right time. For example, the Regional Office for West and

The Call to Action on Protection from Gender-Based Violence (GBV) in Emergencies is an initiative supported by Governments, international organizations and NGOs to fundamentally transform how GBV is addressed in humanitarian action. As a member of the initiative, OCHA ensured that the humanitarian leaders remained committed to the principles of gender equality and the prevention of GBV in 2015. For example, in 2014/2015, 90 per cent of the ERC/HC Compacts included specific reference to gender deliverables, including prevention and response to GBV, the strengthening of gender analysis, and the collection and use of sex- and age-disaggregated data. Furthermore, with a particular focus on L3 emergencies in 2015, OCHA galvanized collective support to humanitarian stakeholders and staff members to address gender inequalities and the increased risk of GBV in emergencies. OCHA

also worked internally to systematize gender-equality programming as a key requirement in planning and throughout the Humanitarian Programming Cycle. The Senior Management Team commissioned the formulation of a new five-year corporate gender action plan and the review of the policy instruction on gender equality as the basis for integration of gender deliverables in the organizational workplan.

OCHA’s staffing in 2015 consisted of 49 per cent women and 51 per cent men in all categories at headquarters and field offices. At the senior staff levels of P5 and above, 42 per cent of senior staff were women. Women comprised 44 per cent of the junior to mid-level staff categories of P1 to P4, surpassing the 43 per cent target for the year. The highest concentration of women still remained at the General Service level with 70 per cent.

GENDER EQUALITY IN OCHA

Jordan: ASG Kyung-wha Kang talks to a Syrian child during her visit to a refugee camp. Credit: OCHA/Laila Bourhil

46

Central Africa deployed 20 female and 20 male staff who spent 1,182 days on 40 missions to respond to natural disasters and complex emergencies. The Regional Offi ce for Asia and the Pacifi c spent 806 days on emergency response missions to Myanmar, Nepal and Vanuatu.

During 2015, OCHA’s country offi ces ensured that fi rst-response capability was reinforced on the ground. In Colombia, the arrival of more than 25,000 returnees from Venezuela strained the country’s institutional response structures and assistance in the fi rst weeks of November 2015. OCHA’s Colombia offi ce established a crisis team and deployed a surge team of 13 staff to strategic points in Arauca, Cucuta and Guajira. OCHA also deployed surge staff from the Regional Offi ce for Latin America and the Caribbean (ROLAC) to support information management and coordination in Colombia.

Throughout 2015, OCHA prepared for the introduction of the new staff-selection and managed-mobility system, adopted by the

General Assembly, which will have substantial implications on recruitment throughout the UN Secretariat. The new system aims to enable the UN Secretariat to retain and deploy a dynamic, adaptable and global workforce through a more centralized staffi ng approach. OCHA will continue to work within the Secretariat to ensure that OCHA can effectively deliver on its mandate to respond to emergencies.

To empower fi eld operations through administrative reform and address administrative burdens, standing administrative measures were developed under the custodianship of the Secretary-General. These measures have signifi cant potential to address OCHA’s particular requirements, and to respond to the need for special emergency rules and procedures contained in General Assembly resolution 46/182, providing more expedient and fl exible staffi ng options for emergency response.

In terms of progress towards a more diverse and gender-equitable workforce, OCHA exceeded the target for the representation of women among its non-senior staff, reaching 44 per cent—the highest to date. At the same time, the ratio of women at the senior level reduced slightly to 42 per cent. OCHA maintained recent years’ geographical diversity of staff at about 39 per cent.

Colombia: Internally displaced children enjoy some play time together. Credit: UN/Mark Garten

Central Africa deployed 20 female and 20 male staff who spent 1,182 days on 40 missions to respond to natural disasters and complex emergencies. The

days on emergency response missions to Myanmar, Nepal and Vanuatu.

the ground. In Colombia, the arrival of more than 25,000 returnees from Venezuela strained the country’s institutional response structures and

and deployed a surge team of 13 staff to strategic points in Arauca, Cucuta and Guajira. OCHA also

for Latin America and the Caribbean (ROLAC) to support information management and coordination in Colombia.


General Assembly, which will have substantial implications on recruitment throughout the UN Secretariat. The new system aims to enable the UN Secretariat to retain and deploy a dynamic, adaptable and global workforce through a more

to work within the Secretariat to ensure that OCHA can effectively deliver on its mandate to respond to emergencies.

administrative reform and address administrative burdens, standing administrative measures were developed under the custodianship of the Secretary-General. These measures have

requirements, and to respond to the need for special emergency rules and procedures contained in General Assembly resolution 46/182,

options for emergency response.



4747

Central Africa deployed 20 female and 20 male staff who spent 1,182 days on 40 missions to respond to natural disasters and complex emergencies. The

days on emergency response missions to Myanmar, Nepal and Vanuatu.

the ground. In Colombia, the arrival of more than 25,000 returnees from Venezuela strained the country’s institutional response structures and

and deployed a surge team of 13 staff to strategic points in Arauca, Cucuta and Guajira. OCHA also

for Latin America and the Caribbean (ROLAC) to support information management and coordination in Colombia.


General Assembly, which will have substantial implications on recruitment throughout the UN Secretariat. The new system aims to enable the UN Secretariat to retain and deploy a dynamic, adaptable and global workforce through a more

to work within the Secretariat to ensure that OCHA can effectively deliver on its mandate to respond to emergencies.

administrative reform and address administrative burdens, standing administrative measures were developed under the custodianship of the Secretary-General. These measures have

requirements, and to respond to the need for special emergency rules and procedures contained in General Assembly resolution 46/182,

options for emergency response.



48

Sao Tome and Principe

Afghanistan

Malawi

Armenia

BurundiBurkina Faso

BangladeshBahamas

CAR2

Chile

Cameroon

Angola

DRC3

Congo

Colombia

Comoros

Costa Rica

Djibouti

Algeria

Ecuador

Ethiopia

Fiji

Georgia

GuineaGuatemala Haiti

IranIraqJordan

Kazakhstan

Kenya

Kyrgyzstan

LebanonLebanon

Liberia

Libya

Lesotho

Madagascar

Mali

Myanmar

Mongolia

Mozambique

Mauritania

Malaysia

Niger

Nigeria

Nepal

Panama

Philippines

Papua New Guinea

DPR Korea4

Saudi ArabiaSenegal

Solomon islands

Sierra LeoneEl Salvador Somalia

Seychelles

Chad

Togo

Tonga

Turkey

Tuvalu

United Republicof Tanzania

Uganda

Ukraine

Vanuatu

YemenYemen

Zimbabwe

South SudanSouth Sudan

Egypt

Sudan

BY LOCATION

RESO/ROSO

UNDAC

RO

ASP

ERR

SBBP

7,001

5,962

3,756

1,756

359

9,084

BY NUMBER OF DAYS1

TOTAL DAYS OF SURGE(EQUIVALENT TO 76 YEARS)

27,918

BY EMERGENCY TYPE1

183 296

41% 59%

BY GENDER

184 298

38% 62%

482 342015 SURGE DEPLOYMENTS

1. Senior Surge deployments are not included2. CAR - Central African Republic3. DRC - Democratic Republic of the Congo4. DPR of Korea - Democratic People’s Republic of Korea


49

Sao Tome and Principe

Afghanistan

Malawi

Armenia

BurundiBurkina Faso

BangladeshBahamas

CAR2

Chile

Cameroon

Angola

DRC3

Congo

Colombia

Comoros

Costa Rica

Djibouti

Algeria

Ecuador

Ethiopia

Fiji

Georgia

GuineaGuatemala Haiti

IranIraqJordan

Kazakhstan

Kenya

Kyrgyzstan

LebanonLebanon

Liberia

Libya

Lesotho

Madagascar

Mali

Myanmar

Mongolia

Mozambique

Mauritania

Malaysia

Niger

Nigeria

Nepal

Panama

Philippines

Papua New Guinea

DPR Korea4

Saudi ArabiaSenegal

Solomon islands

Sierra LeoneEl Salvador Somalia

Seychelles

Chad

Togo

Tonga

Turkey

Tuvalu

United Republicof Tanzania

Uganda

Ukraine

Vanuatu

YemenYemen

Zimbabwe

South SudanSouth Sudan

Egypt

Sudan

BY LOCATION

RESO/ROSO

UNDAC

RO

ASP

ERR

SBBP

7,001

5,962

3,756

1,756

359

9,084

BY NUMBER OF DAYS1

TOTAL DAYS OF SURGE(EQUIVALENT TO 76 YEARS)

27,918

BY EMERGENCY TYPE1

183 296

41% 59%

BY GENDER

184 298

38% 62%

482 342015 SURGE DEPLOYMENTS

RESO/ROSORoaming EmergencySurge Officer/Roaming OperationalStability Officer[Launched in 2013]

At present, two experienced OCHA staff members are serving on surge deployments at least 80 per cent of the time.

5

3

3 22013

20 deploymentsin 3 years

2015

21 deployementsin 3 years

20152013

SENIOR SURGE[Launched in 2013]

Senior OCHA staff based in HQs with proven field-leadership credentials (P4 to D1 level). Members are deployed to new corporate emergencies or Level 3 emergencies for an average of three months.

ASPAssociates Surge Pool[Launched in 2010]

ASP members are freelance experts who deploy for OCHA on temporary appointments to bridge the gap until longer-term staff arrive. They can deploy for three to six months with the flexibility to extend if needed.


20152010

3911 28

6825 43

SBBPStandby PartnershipsProgramme[Launched in 2000]

OCHA maintains agreements with 14 standby-partner agencies for the provision of highly skilled external personnel in emergencies to be deployed at short notice.


2015

2000

1,405 deploymentsin 23 years

20151993

UNDACUnited NationsDisaster Assessmentand Coordination[Launched in 1993]

UNDAC teams deploy within 48 hours of a sudden-onset emergency to support early coordination and needs assessments.

9226 66

ERREmergencyResponse Roster[Launched in 2008]

OCHA's internal surge mechanism, the ERR, consists of approximately 45 staff from a range of functional profiles and duty stations. They are placed on standby for deployment during a six-month rotation.

88

187

33 55

85 102

1 2


20152008

RORegional Offices

When emergencies require new offices or additional support for an existing office, staff at OCHA regional offices are the first to deploy.


20152010

SURGEMECHANISM

BACKGROUND NUMBERDEPLOYED

DEPLOYMENTOVER TIME

DEPLOYMENTS BY SURGE MECHANISM 49

50

STAFF LEARNING AND PERFORMANCETo ensure its staff had the required skills, know-how and management direction, OCHA continued its emphasis on strengthened governance. The organization established the Learning and Knowledge Management Board to provide direction and serve as a vehicle for learning across the organization. The board reviews and approves new learning programmes and drives a coordinated agenda for leveraging knowledge management.

OCHA expanded the Core Curriculum in alignment with the 2014-2017 Strategic Plan and Management Plan, and it ensured quality in the implementation of training programmes.

The curriculum was strengthened by designing new learning resources including the Foundational E Modules, which comprised three short e-courses on OCHA’s mandate, principles and coordination structures and the HPC. The re-design of the Humanitarian Field Coordination Programme targeted fi eld and national staff, and it implemented pilot learning initiatives relating to performance management for senior fi eld managers, leadership and management development.

To support continuous knowledge-building and development of skills among staff, major work was carried out to prepare the launch of the new OCHA Learning Management System (LMS). LMS is a central hub with streamlined and user-friendly access to learning resources, as well as collaborative facilities to support communities of practice and other exchange forums. Learning resources were made available by topic and structured in the form of functional learning paths to guide staff from the point of on-boarding and throughout their assignment. This provides for the implementation of partner-based training programmes serving the wider humanitarian system.

Recognizing the importance of empowering staff with the appropriate knowledge, skills and aptitudes, OCHA developed and rolled out training efforts to staff using OCHA’s Strategic Framework to guide skills prioritization. In 2015, OCHA conducted a dedicated Field Response Surge Training for Coordination and Response Division staff to enable them to provide surge support to the fi eld whenever needed. Including staff from other branches and sections encouraged sharing of experiences on advocacy, pooled-funds management and specifi c topics, such as civil-military coordination. OCHA also launched a new comprehensive learning pathway for its information management staff, 50 of whom were already trained in 2015.

Johannesburg, South Africa: OCHA staff in training.Credit: OCHA/Joel Opulencia

TRAINING PICTURETRAINING PICTURE

51

SUPPORT SERVICES, SYSTEMS AND TOOLSA responsive and client-oriented culture focused on timely and efficient service delivery is a key aim of OCHA. To achieve this, the organization invested heavily in implementing the systems and tools to ensure improved service delivery for a large-scale organization.

The new UN Secretariat enterprise resource planning system Umoja is the most fundamental administrative reform initiative in UN history. It marks a significant change for OCHA, as the organization has transitioned from multiple systems to an integrated solution.

In 2015, OCHA started to implement a new approach to information and communication technology through the roll out of a lighter-touch communication platform, implementing the OCHA Global Office (GO) as a new way of working. GO will include a new e-mail system, personal document management, team document management and communication tools, such as instant messaging, online meetings, and voice and video conferencing in one integrated system. This is intended to provide more streamlined support, particularly to OCHA’s field operations.

With the aid community going digital, there is a clear opportunity for OCHA to leverage the increase of humanitarian data by making it easier to share, visualize and analyse, and to help transform how the aid sector operates. In 2015, OCHA made significant progress on digital development and launched the re-designed Financial Tracking Service website. It presents a new user interface that makes information easier to navigate and visualize. It is now available in its Beta version site, and work on allowing it to handle more complex financial flows is expected to be finalized in 2016. Humanitarian ID, which facilitates connection among humanitarians in emergencies, was piloted in the Philippines

and Nepal, with further roll-out and iterative development ongoing. Also used for login authentication, it is being adopted by OCHA platforms and being considered for use by external partners.

The IASC launched a new website, which transformed its web presence from a static site with centralized content management to a dynamic and collaborative community-engagement platform. OCHA streamlined and consolidated ICT services to eliminate duplicate and obsolete infrastructure, such as field-based servers and applications. These improvements supported OCHA’s focus on field clients and the first global Wide Area Network. It also enhanced Internet connectivity in country offices. In addition to improving field services, the streamlining exercise reduced OCHA’s costs by $1 million in 2015.

www.fts.unocha.org

52

STANDARDSAND INNOVATIONStriving to maintain and improve consistency and transparency in its performance, OCHA worked towards innovative practices to underpin the predictable delivery of services.

In 2015, OCHA ensured that CERF-related lessons learned and good practices were consistently assimilated by extracting, analysing and using relevant information provided by fi eld offi ces and headquarters. OCHA also ensured that two independent regional reviews were conducted on the added value of CERF funding towards humanitarian responses to the Syria and South Sudan crises. It supported a WFP self-evaluation on the use of CERF funds, as well as UNICEF country programme evaluations with specifi c CERF sections. The CERF secretariat supported

the launch of WHO’s evaluation of the agency’s use of these funds. Throughout the year, OCHA has recorded and addressed all recommendations from evaluative initiatives.

OCHA issued the third edition of The OCHA Editorial Style Guide, developed to ensure consistent editorial standards across the organization, and to clarify many of the grammar and stylistic issues that cause confusion.

OCHA organizes an Innovation Working Group to coordinate and promote innovative tools and processes within the organization. OCHA also launched an internal innovation exchange to create space to discuss and share informational resources.

53

RESOURCES, STRUCTURE & MANAGEMENTIn 2015, OCHA provided a consistent set of services and quality standards by securing the necessary resources and managing them as prudently and effi ciently as possible. OCHA worked with all of its fi eld operations during different phases—start-up, ongoing, downsizing and closing—to ensure that each operation was fi t for purpose and aligned with the strategic priorities and objectives derived from existing humanitarian needs.

The Budget Review Committee served its fi rst full term, providing enhanced oversight and direction on the optimal use of OCHA’s resources. The committee allowed OCHA to deploy its resources more appropriately to address identifi ed priorities, and to meet new and escalating operational requirements in a more coherent and balanced manner.

100

150

200

250

300

350

2010 2011 2012 2013 2014 2015

50M

XB PROGRAMME BUDGET

XB PROGRAMME EXPENDITURE

DONOR CONTRIBUTION

CASH RESERVES

OCHA budget, expenditureand funding in 2015

In 2015, OCHA coordinated more cohesive internal planning and reporting to strengthen results-based planning and to integrate risk management approaches into processes and functions. It issued standardized templates and reporting guidelines to highlight the key deliverables of each branch. It ensured that roles and responsibilities were clearly defi ned while enabling branches and fi eld offi ces to receive continued timely support throughout their planning processes. OCHA provided a gap analysis by reviewing all branch plans, and it ensured that outcomes in the management and strategic plans were adequately refl ected. This process helped to identify and address overlaps and gaps among OCHA’s branches in order to achieve more cohesive corporate planning and reporting.

54

OCHA: FUNDING AND FINANCE

55

OCHA is at a pivotal moment in its history. It faces enormous expectations amid ever-growing needs and more complex humanitarian challenges.

There is a clear correlation between OCHA’s growth and the wider humanitarian context. The organization is being asked to do more in more places, but with an income level that rose yearly through 2014, but which has now stabilized at an average of about $233 million these past several years.

In 2015, donors continued to perceive OCHA as a good investment, especially in terms of system-wide field effectiveness, supported by strong operational and political partnerships.

However, the level of generosity in donor funding was severely affected by some of the worst exchange rates and market fluctuations in recent years. OCHA lost significant sums on its income, despite efforts by certain donors to increase their contributions in their national currencies. The level of income OCHA received required drawing extensively on its carry-over (its reserves) to manage the gap between income and expenditure, with some $50 million drawn down. OCHA reached the end of 2015 with over $100 million in its reserves. Although still a significant amount to carry over, the unsustainable level of drawdown jeopardized OCHA’s policy of maintaining an operational reserve equivalent to three months of staff and non-staff costs.

2015 BUDGET, INCOME AND EXPENDITUREThe programme budget approved at the beginning of the year was $313.1 million, with an office-wide commitment to lower it to $306 million during the year, barring unforeseen developments. However, due to worsening needs in Nepal, Nigeria, Ukraine, West Africa (Ebola) and Yemen, the budget had increased to $334 million by the end of 2015.

Reaching $233.4 million (less than 2014’s record level of $237.5 million), the 2015 income covered 77.7 per cent of the fundraising target ($300.5 million, or 90 per cent of expenditure on the budget). Key income variables included flexibility, timeliness, predictability, currencies and donor diversity.

Since 2012, OCHA has received roughly half of its funding for its activities as

unearmarked contributions. Although unearmarked

funding has declined—from 51 per cent in 2012 to 43

per cent in 2015—this is still an extremely generous and critical source and level of

funding. For an organization with nearly 70 per cent of its

costs in its staff, unearmarked funding brings flexibility and predictability to its planning

and budgeting.

56

Flexibility

Unearmarked funding accounted for 44 per cent of funds paid and pledged ($101.8 million). Forty-two per cent of funds have fl exible implementation periods (beyond 2015). The largest contributor of unearmarked funding was DFID, contributing $30.5 million, accounting for 71 per cent of its funding. Eleven other donors contributed 100 per cent of their funding unearmarked. Overall, more than one third of unearmarked funding came from the Nordic donors.

OCHA uses its unearmarked funding in several ways: • For rapid response to emergencies, such

as sudden-onset natural disasters or rapid deterioration of protracted crises.

• As seed capital at the beginning of an emergency or budget cycle.

• To fi ll funding gaps left by insuffi cient levels of earmarked funding. Unearmarked funding often goes to underfunded parts of a budget, thus contributing to a more equitable response.

• To implement global programmes, i.e., fi eld support, partnerships, preparedness, rapid response tools, programme cycle management, policy development and resource mobilization.

• To ensure greater administrative effi ciency.

OCHA recognizes the importance of ever increasing the visibility of donor funding, particularly unearmarked funding. As a result, it has begun several initiatives, including issuing a new report on unearmarked funding, and enhancing visibility, such as through improvements to its corporate website.

Timeliness

In 2015, nearly 21 per cent of contributions ($47.9 million) were received in the fi rst quarter, with 36 per cent in the second quarter, 19 per cent in the third quarter and 24 per cent in the last quarter.

Predictability

OCHA had a guaranteed income for its XB activities of $75 million from eight multi-year agreements for unearmarked funding (including DFID bridge funding) and an additional seven agreements providing earmarked funding. Thirteen of these agreements have been or are expected to be renegotiated for 2016.

Direct expenditure by administrative activities* (in million US$)

23.6 (49%)

10.2 (21%)

11.5 (24%)

2.0 (4%)

0.8 (2%)Executive direction and

management

Partnerships

Communication andinformation management

Field-based humanitariancoordination

Administrative activities

Total $48.1 million

*excluding Secretariat-wide reform contribution and dormant accounts.

Direct expenditure by programme activities* (in million US$)

Total $271.1 million178.6 (65.9%)

42.4 (15.6%)

16.5 (6.1%)

12.5 (4.6%)

7.5 (2.8%)

7.0 (2.6%)

4.2 (1.6%)

2.4 (0.9%)Humanitarian financing support

Programme common cost

Policy andnormative development

Partnerships

Executive direction andmanagement

Communication andinformation management

Direct HQ support forfield coordination

Field-based humanitariancoordination

*excludes programme support costs.

57

Currencies

The USA, Japan, Saudi Arabia, Kuwait and the Republic of Korea were the only top 20 donors contributing to OCHA in US dollars (accounting for a quarter of donor income in 2015). Given that the majority of OCHA’s expenditure is in dollars, the appreciation of the dollar had an adverse long-term impact on OCHA’s fi nancial situation. Such fl uctuations have tended to even out in the past, but there are questions whether that now remains likely. This represents a risk for OCHA, not mitigatable under the UN’s rules disallowing hedging or other processes within the Secretariat. These currency value costs emphasize the importance of a healthy reserve that allows OCHA to tide over any short-term disadvantages and maintain its operational fl exibility.

Diversity

The total number of donors to OCHA in 2015 was 41, up from 37 in 2014. In addition to contributions from 27 ODSG members, OCHA received funding from 14 other Member States in 2015: Afghanistan, Andorra, Azerbaijan, China, the Czech Republic, Hungary, Kuwait, Malaysia, Morocco, Saudi Arabia, Singapore, South Africa, Thailand, and Trinidad and Tobago. Contributions ranged from $1,000 (Afghanistan) to $1 million (Morocco and Thailand). Though the number of donors was higher, OCHA’s reliance on a small group of donors increased.

The ODSG remains a vital source of political and fi nancial support for OCHA. However, any income growth from this group will be incremental and not bridge the gap between income and expenditure in the near term. This gap will make it critical for the ODSG and OCHA to diversify the donor base and income, recognizing at the same time that new donors are unlikely to provide funding to OCHA at the same levels as the core ODSG members.

OCHA had relative success in diversifying its donor base in 2015, but diversifi cation requires much more work.

30.5

14.3

8.8

7.7

6.5

4.7

4.1

4.0

3.8

2.8

14.6Other unearmarkedcontributions

Ireland

Finland

United States

New Zealand

Denmark

Netherlands

Australia

Norway

Sweden

United Kingdom

$101.8TOTAL

Earmarking trends(2012-2015)

Unearmarked contributions by country (in million US$)

58

2015 EXPENDITUREOCHA’s preliminary expenditure-implementation rate reached 85 per cent under the extrabudgetary (XB) budget, with a 92 per cent implementation rate in headquarters and 83 per cent in the fi eld. The low implementation rate in the fi eld was mostly driven by operations in the Middle East and Africa. Syria and the Middle East operations faced high vacancy rates. In Africa, the low implementation rate was driven by higher-than-budgeted vacancy rates, mainly in Ebola emergency teams and in the Chad, DRC and Ethiopia country offi ces.

OCHA’s preliminary expenditure-implementation rate reached 94 per cent under the Extrabudgetary Administrative Budget, mainly driven by the $6.6 million Secretariat-wide reform contribution requested from OCHA during the year.

OCHA’s preliminary expenditure-implementation rate reached 93 per cent under the Regular Budget approved at $21 million, inclusive of the United Nations Monitoring Mechanism for Syria, with expenditure reaching $5.4 million.

Field proportion of OCHA’s programme budget (in per cent)

Field vs. HQ budget breakdown (in million US$)

HQ activities:$96M29%

Field activities:$238M71%

Total:$334million

59

OCHA’S XB BUDGET AND INCOME IN PERSPECTIVE The increase in OCHA’s humanitarian operations in recent years reflects the rising magnitude of humanitarian crises. In 2009, only OCHA operations in DRC and Sudan were budgeted at more than $10 million. In 2016, OCHA’s response in nine countries or contexts will exceed that amount (Afghanistan, CAR, DRC, Iraq, Somalia, South Sudan, Sudan, Syria and Yemen), reflecting increased demand and service provision, such as enhanced support to humanitarian leaders, greater inter-agency coordination through the HPC, more robust humanitarian financing and improved information management tools.

OCHA acknowledges that its budget growth is greater than its projected income: the gap between income and expenditure will continue to be met by drawing on the programme carry-over (specifically on the cash-reserve account). However, this will be a more measured and targeted drawdown in 2016, and also in line with previous recommendations of OCHA donors. The organization is applying a managed approach to spending down the reserve to a level more commensurate with the minimum requirements needed to ensure continued operations.

The global humanitarian appeal has increased by

nearly 400 per cent in the past 10 years, from $4.6 billion in 2005 to $19.9 billion as of the end of

January 2016, targeting 89.4 million people for assistance (out of 125.3 million in need). Looking

ahead, OCHA’s total requirements for 2016

constitute 1.5 per cent of the global humanitarian

appeal, and its field requirements total 1.3

per cent. On average, an OCHA field office costs about $6.3 million and constitutes about 1 per

cent of the HRP, for which it provides coordination,

information management, humanitarian financing,

advocacy and policy services for operations. Taken this way, OCHA

remains good value for money.

602013 DONOR INCOME

Donor US$

Sweden 35,559,033

United Kingdom 33,739,479

United States 31,127,601

European Commission 21,315,825

Norway 19,827,172

Australia 14,013,814

Switzerland 9,974,693

Canada 8,592,787

Japan 7,472,428

Netherlands 6,250,000

Germany 5,720,507

Denmark 5,457,522

Spain 5,249,922

Finland 4,698,605

New Zealand 4,280,690

Ireland 4,177,072

Belgium 2,814,789

Russian Federation 1,450,000

France 1,308,901

Korea, Republic of 1,000,000

Luxembourg 993,528

Italy 663,130

Poland 537,485

United Arab Emirates 520,000

Austria 420,993

Colombia 150,000

Iceland 100,000

Kazakhstan 99,970

Czech Republic 62,127

Estonia 61,133

Malta 53,619

Monaco 52,151

China 30,000

Hungary 26,178

Singapore 20,000

Lithuania 19,096

Andorra 13,405

Afghanistan 1,000

Namibia 1,000

2014 DONOR INCOME

Donor US$


Sweden 31,898,313



Norway 16,957,656

Australia 11,683,939


Canada 8,855,471

Germany 7,961,003


Japan 6,115,896

Denmark 5,457,522


Finland 3,951,850

Saudi Arabia 3,584,025

Kuwait 3,000,000

Ireland 2,989,130

Belgium 2,837,327

United Arab Emirates 2,383,925

France 1,375,516

Russian Federation 950,000

Korea, Republic of 900,000

Luxembourg 857,843

Estonia 849,038

Italy 625,782

Spain 619,579

Poland 478,584

Turkey 453,886

Austria 122,449

Iceland 100,000

Argentina 90,000

Guyana 60,267

Kazakhstan 50,000

China 30,000

Monaco 27,586

Cyprus 25,221

Singapore 20,000

2015 DONOR INCOME

Donor US$



Sweden 26,823,800


Norway 13,443,344

Australia 9,360,949

Japan 8,776,081



Germany 8,168,310

Canada 4,926,560

Denmark 4,811,949


Saudi Arabia 4,000,000

Finland 3,791,983

Belgium 3,673,967

Ireland 2,985,197

Kuwait 2,500,000

Korea, Republic of 1,500,000

France 1,122,334

Morocco 1,000,000

Russian Federation 1,000,000

Thailand 1,000,000

Turkey 1,000,000

Luxembourg 874,094

United Arab Emirates 855,975

Spain 549,451

Austria 536,462

Estonia 511,580

Azerbaijan 500,000

Poland 450,956

Trinidad and Tobago 250,000

South Africa 118,362

Iceland 100,000

Czech Republic 43,779

Malaysia 40,000

China 30,000

Monaco 27,199

Singapore 20,000

Andorra 16,484

Afghanistan 1,000

SUBTOTAL

Multi-Donor Funds 5,340,227

UN and Other Agencies

Private Donations

Subtotal 5,340,227

Total 2013 * 233,195,884

SUBTOTAL


UN and Other Agencies 238,610

Private Donations 299,390

Subtotal 8,744,429

Total 2014 ** 237,462,219

SUBTOTAL



Private Donations 132,700

Subtotal 9,031,654

Total 2015 233,431,705 Totals include Paid and Pledged contributions.* Exclude cancelled pledge of $37,000 from Argentina

** Exclude cancelled pledge of $80,850 from USAID

61Timeliness of disbursement

OCHA FINANCIAL STATUS AS AT 31 DECEMBER 2015

OCHA-Mandated Programme and Administrative Activities

Programme Activities

Administrative Activities

RegularBudget

Total

Opening Balance - 1 Jan 2015 150,812,109 23,189,129 - 174,001,238

2015 Donor Contributions 233,431,698 - 21,659,474 255,091,172

Available funds 384,243,807 23,189,129 21,659,474 429,092,410

Transfer of Programme Support Charges (PSC) 1 (32,620,410) 32,620,410 - -

Direct Expenditure (250,926,229) (54,704,131) (20,138,207) (325,768,567)

Total Expenditure Charged against Budget 2 (283,546,639) (54,704,131) (20,138,207) (358,388,977)

Net Available Funds before Other Income, adjustments, transfers, refunds and ISDR costs 3 100,697,168 - - 100,697,168

Other Income, Adjustments, Transfers, Refunds and ISDR Costs 4 - - - -

Closing Balance 5 100,697,168 - - 100,697,168

Increase/(Decrease) in Opening Balance (50,114,941) - - (50,114,941)

Available Balance for Spending 100,697,168 - - 100,697,168

1) Programme support cost (PSC) levied on programme expenditure and transferred to the Administrative Account to cover cost of administrative activities. 2) For programme activities, expenditure charged against budget is the direct programme expenditure plus programme support transfers. For administrative and regular

budget activities, it is the direct expenditure only.3) Regular budget balances are not carried forward to the next biennium. Information for the administtrative portion (psc) will be made available in June 2016.4) Transfers of PSC to/from other trust funds and transfers from dormant account, Specially Designated Contributions and ISDR; interest and miscellaneous income; foreign

exchange adjustments; transfers, refunds and savings on prior period unliquidated obligations to be made available by June 2016.5) Regular budget balances are not carried forward to the next biennium. As of June 2015,OCHA Psc balances have been consolidated under one single PSC account for

all Volune 1 entities under the Central Control of the UN Controller.

62 COSTING COORDINATIONDuring the last several years, humanitarian programming coordinated under OCHA auspices through the appeals process has increased vastly, amounting to $18 billion in 2014 and $19.9 billion in 2015. OCHA’s 2015 XB requirements amounted to 1.7 per cent of the global humanitarian needs expressed in the HRPs, down from 3 per cent in 2012. The cost of coordination has remained at a reasonable level considering the global context of increasing needs. Indeed, OCHA’s share out of overall humanitarian fi nancial requirements even decreased.

Contributions from ODSG donors for OCHA have not kept pace with the increasing trend of overall humanitarian needs, despite an increase in OCHA’s requirements and the need—clearly expressed by many donors—for OCHA’s coordination, advocacy, information management and pooled-funding mechanisms in all those country operations and beyond. Even as ODSG members increased their funding to inter-agency appeals by more than $2 billion (or an increase of more than 30 per cent) from 2013 to 2014 due to the increasing humanitarian needs, funding for OCHA from ODSG members decreased by $5 million over the same period (from $227 million in 2013 to $222 million in 2014). For 2015, the picture is more nuanced, with the funding trend from ODSG members stabilizing against their contributions to humanitarian appeals.

OCHA’s budget growth refl ects a realistic and disciplined assessment of the funding required to meet its targets and objectives. This is signifi cant, considering the range of new emergencies around the world, and taking into account new or augmented responsibilities, such as more robust management of CERF and CBPFs (with OCHA-managed pooled funding now nearly a billion dollars annually), ProCap and GenCap, and the strengthening of HCs.

OCHA DONOR SUPPORT GROUP The ODSG is a group of donors that acts as a sounding board and a source of advice on policy, management, budgetary and fi nancial questions. Its members provide political, fi nancial and technical support towards fulfi lling OCHA’s mandated coordination activities. In 2015, ODSG members provided 92 per cent ($214.8 million) of OCHA’s voluntary contributions as well as considerable policy and advocacy support.

ODSG AND OTHER DONOR CONTRIBUTIONS

OCHA Donor Contributions (US$)* 230,585,374 233,232,884 237,543,069 233,431,705

Contributions from ODSG (US$) 227,364,333 227,165,977 221,811,542 214,753,227

OCHA Extrabudgetary Programme (US$) 254,617,435 277,345,887 307,867,072 333,918,844

OCHA Donors** 40 40 40 44

OCHA ODSG Donors 25 25 27 27

* Total includes paid and pledged contributions** Numbers include donors like (Multi-Partner Trust Fund Offi ce, private donors, ECHO and UN agencies)

63

OCHA acknowledges the tensions between the level of donor income, expectations to manage its budget conservatively and, at the same time, the need to do more and be more ambitious. OCHA’s recent growth has refl ected the need to implement its mandate and to respond to the various demands made by its partners and by generally worsening humanitarian situations. However, OCHA’s resources—fi nancial and personnel—are now stretched to the limit. There is no

more fl exibility.

Given the pressures placed on the organization, and the range of push-and-pull factors as to where it places its resources, there is no easy solution to reducing OCHA’s budget or to rapidly aligning the budget with income and income with expenditure.

CONCLUSION

To maintain the same level of activity among

the range of crises facing OCHA, the organization

needs to raise more funds, preferably in the form of core, unearmarked

funding. Otherwise, OCHA will have to take stringent

decisions regarding what it can and cannot undertake, including in

core mandated activities.

63

64

ANNEXESOCHAUNITED NATIONS OFFICE


ANNUAL REPORT 2015

65

68

72

74

ANNEX 1

ANNEX 2

ANNEX 3

· OCHA BUDGET IN 2015

· OCHA EXPENDITURE IN 2015

· VOLUNTARY CONTRIBUTIONS

· SPECIALLY DESIGNATED CONTRIBUTIONS

· OTHER CONTRIBUTIONS

· SPECIALLY DESIGNATED CONTRIBUTIONS BY DONOR

· EMERGENCY RESPONSE FUNDS

· ACRONYMS AND ABBREVIATIONS

· OCHA ORGANIZATIONAL CHART

· DONOR PROFILES



ANNUAL REPORT 2015

66

ANNEX 1

OCHA BUDGET IN 2015PROGRAMME BUDGET EXTRABUDGETARY

ADMINISTRATIVE BUDGETORIGINAL FINAL ORIGINAL FINAL

REGULAR BUDGET ACTIVITIES* 21,659,474 21,659,474 EXTRABUDGETARY ACTIVITIES HEADQUARTER ACTIVITIES 92,532,109 95,753,182 43,106,812 43,189,070

Executive Management 6,998,329 8,959,606 982,262 982,262 Corporate Programme Division 33,490,483 34,015,658 39,267,036 39,349,294 Coordination & Response Division 18,568,109 19,143,547 0 0 OCHA Geneva 33,475,188 33,634,371 2,857,514 2,857,514

FIELD ACTIVITIES IRINREGIONAL OFFICES 33,870,264 34,655,612 3,162,796 3,167,667

Regional Office for Eastern Africa 4,025,845 4,025,845 636,660 636,660Regional Office for Asia and the Pacific 6,114,858 6,071,353 703,645 740,626Regional Office for Latin America and the Caribbean 4,274,419 4,223,172 305,460 305,460Regional Office for Southern Africa 3,857,392 3,802,965 486,567 486,567Regional Office for the Caucasus and Central Asia 1,610,410 1,610,410 100,800 100,800Regional Office for the Middle East and North Africa 3,094,106 3,406,309 295,980 263,870Regional Office for the Pacific 1,236,110 1,236,110 44,580 44,580Regional Office for West and Central Africa 9,657,124 10,279,448 589,104 589,104

LIAISON OFFICES 4,559,456 4,542,506 300,448 298,374 African Union Liason Office 1,700,666 1,700,666 74,704 74,704 Brussels Liaison Office 933,241 933,241 - - Gulf Liaison Office 1,925,549 1,908,599 225,744 223,670

AFRICA 87,110,514 94,609,001 6,213,274 6,202,366 Central African Republic 8,372,342 8,372,342 623,868 623,868 Chad 5,776,172 5,852,261 353,052 353,052 Côte d'Ivoire 1,660,319 1,660,319 95,040 95,040 Democratic Republic of the Congo 16,531,428 17,117,158 1,613,376 1,613,376 Eritrea 925,643 925,643 49,716 49,716 Ethiopia 4,908,906 4,963,333 336,660 336,660 Mali 6,105,158 5,835,886 348,408 348,408 Niger 3,644,130 3,644,130 338,292 338,292 Nigeria 3,339,912 5,884,056 338,412 340,390 Ebola Emergency Teams - 4,333,464 - - Somalia 10,611,116 10,482,296 732,028 732,028 South Sudan 14,640,482 14,943,207 703,030 690,144 Sudan 10,594,906 10,594,906 681,392 681,392 Zimbabwe - - - -

ASIA AND THE PACIFIC 9,426,662 12,451,772 781,208 862,373 Indonesia 1,015,137 1,015,137 59,280 59,280Myanmar 5,621,056 5,584,772 320,412 320,412 Nepal - 3,061,394 - 81,165 Philippines 2,790,469 2,790,469 401,516 401,516 Philippines OCHA -Operations Following Typhoons - - - - Sri Lanka - - - -

CENTRAL ASIA, PAKISTAN AND AFGHANISTAN 16,878,873 16,878,873 1,142,582 1,142,582 Afghanistan 11,412,619 11,412,619 780,998 780,998 Pakistan 5,466,254 5,466,254 361,584 361,584

EUROPE 1,685,702 4,632,050 63,036 211,857 Ukraine 1,685,702 4,632,050 63,036 211,857

LATIN AMERICA AND THE CARIBBEAN 5,932,431 6,026,752 546,159 546,159 Colombia 3,234,981 3,329,302 265,020 265,020 Haiti 2,697,450 2,697,450 281,139 281,139

MIDDLE EAST 51,648,412 55,125,805 2,234,342 2,290,096 Iraq - Saudi Funds - 542,918 - - oPt 8,262,750 8,262,750 315,600 315,600 Yemen 4,915,545 8,563,676 248,800 345,050 Iraq - OCHA Office 11,656,173 11,113,254 352,006 311,510 Yemen, RHC Riyadh - 365,717 - - Syria 8,032,855 8,032,855 391,620 391,620 Syria OCHA Operation in Jordan 3,041,767 3,041,767 - - Syria OCHA Operation in Lebanon 3,227,056 3,227,056 - - Syria OCHA Operation in Turkey 6,214,899 6,214,899 482,136 482,136 Syria RHC Office 6,297,367 5,760,913 444,180 444,180

TOTAL FIELD ACTIVITIES 211,112,314 228,922,371 14,443,845 14,721,474 TOTAL EXTRABUDGETARY ACTIVITIES 303,644,423 324,675,553 57,550,657 57,910,544

CHF MANAGEMENT UNITS * 9,451,755 9,243,291 - - Afghanistan 2,312,657 2,312,657 - - Central African Republic 843,496 843,496 - - Democratic Republic of the Congo (DRC) 1,298,169 1,298,169 - - Somalia 1,386,645 1,386,645 - - South Sudan 2,028,517 1,788,409 - - Sudan 1,582,271 1,613,915 - -

TOTAL EXTRABUDGETARY ACTIVITIES INCLUDING CHF 313,096,178 333,918,844 57,550,657 57,910,544 TOTAL OCHA ACTIVITIES (REGULAR BUDGET AND EXTRABUDGETARY) 334,755,652 355,578,318 57,550,657 57,910,544

*Preliminary expenditure figures for 2015

67OCHA EXPENDITURE IN 2015

PROGRAMME BUDGET EXTRABUDGETARY ADMINISTRATIVE BUDGET

FINAL BUDGET EXPENDITURE EXPENDITURE

RATE ORIGINAL EXPENDITURE EXPENDITURE RATE

REGULAR BUDGET ACTIVITIES* 21,659,474 20,138,207 93%EXTRABUDGETARY ACTIVITIES HEADQUARTER ACTIVITIES 95,753,182 87,762,980 92% 43,189,070 37,925,416 88%

Executive Management 8,959,606 8,022,894 90% 982,262 801,814 82% Corporate Programme Division 34,015,658 32,471,526 95% 39,349,294 34,897,938 89% Coordination & Response Division 19,143,547 16,942,200 89% - - - OCHA Geneva 33,634,371 30,326,361 90% 2,857,514 2,225,664 78%

FIELD ACTIVITIES REGIONAL OFFICES 34,655,612 27,679,606 80% 3,167,667 1,910,860 60%

Regional Office for Eastern Africa 4,025,845 3,422,803 85% 636,660 378,189 59%Regional Office for Asia and the Pacific 6,071,353 5,158,490 85% 740,626 479,312 65%Regional Office for Latin America and the Caribbean 4,223,172 3,451,303 82% 305,460 261,435 86%Regional Office for Southern Africa 3,802,965 2,543,080 67% 486,567 245,351 50%Regional Office for the Caucasus and Central Asia 1,610,410 1,260,687 78% 100,800 102,656 102%Regional Office for the Middle East and North Africa 3,406,309 2,334,631 69% 263,870 83,070 31%Regional Office for the Pacific 1,236,110 1,200,564 97% 44,580 29,919 67%Regional Office for West and Central Africa 10,279,448 8,308,049 81% 589,104 330,927 56%

LIAISON OFFICES 4,542,506 3,418,672 75% 298,374 186,247 62%African Union Liason Office 1,700,666 1,297,629 76% 74,704 47,457 64%Brussels Liaison Office 933,241 470,385 50% - - 0%Gulf Liaison Office 1,908,599 1,650,659 86% 223,670 138,790 62%

AFRICA 94,609,001 83,203,780 88% 6,202,366 4,830,537 78% Central African Republic 8,372,342 8,024,881 96% 623,868 504,755 81% Chad 5,852,261 4,809,373 82% 353,052 280,901 80% Côte d'Ivoire 1,660,319 1,325,626 80% 95,040 23,145 24% Democratic Republic of the Congo 17,117,158 15,634,990 91% 1,613,376 1,569,306 97% Ebola Emergency Teams 4,333,464 2,796,416 65% - - - Eritrea 925,643 783,332 85% 49,716 46,614 94% Ethiopia 4,963,333 3,535,882 71% 336,660 184,115 55% Mali 5,835,886 5,110,932 88% 348,408 283,838 81% Niger 3,644,130 2,696,614 74% 338,292 184,887 55% Nigeria 5,884,056 4,882,946 83% 340,390 105,644 31% Somalia 10,482,296 9,539,341 91% 732,028 352,266 48% South Sudan 14,943,207 14,625,101 98% 690,144 643,180 93% Sudan 10,594,906 9,438,346 89% 681,392 651,884 96%

ASIA & THE PACIFIC 29,330,645 25,171,468 86% 2,004,955 1,327,780 66%Indonesia 1,015,137 826,783 81% 59,280 42,914 72%Myanmar 5,584,772 5,217,676 93% 320,412 262,676 82%Nepal 3,061,394 1,608,856 53% 81,165 - 0%Philippines 2,790,469 2,207,381 79% 401,516 175,530 44%

CENTRAL ASIA, PAKISTAN AND AFGHANISTAN 16,878,873 15,310,773 91% 1,142,582 846,660 74%Afghanistan 11,412,619 11,059,082 97% 780,998 498,067 64%Pakistan 5,466,254 4,251,691 78% 361,584 348,592 96%

EUROPE 4,632,050 2,917,655 63% 211,857 20,385 10%Ukraine 4,632,050 2,917,655 63% 211,857 20,385 10%

LATIN AMERICA AND THE CARIBBEAN 6,026,752 4,689,903 78% 546,159 287,516 53%Colombia 3,329,302 2,434,323 73% 265,020 95,930 36%Haiti 2,697,450 2,255,580 84% 281,139 191,586 68%

MIDDLE EAST 55,125,805 42,551,104 77% 2,290,096 1,646,090 72%Iraq - OCHA Office 11,113,254 10,045,488 90% 311,510 187,886 60%Iraq - Saudi Funds for Iraq OCHA Office 542,918 195,008 36% - - - occupied Palestinian territory 8,262,750 6,638,825 80% 315,600 175,456 56%Yemen 8,563,676 7,051,962 82% 345,050 131,198 38%Yemen, RHC Riyadh 365,717 33,117 9% - - - Syria 8,032,855 5,703,743 71% 391,620 329,352 84%Syria OCHA Operation in Jordan 6,214,899 3,883,975 62% 482,136 395,002 82%Syria OCHA Operation in Lebanon 5,760,913 4,302,146 75% 444,180 427,196 96%Syria OCHA Operation in Turkey 3,041,767 2,372,671 78% - - -Syria RHC Office 3,227,056 2,324,170 72% - - -

Total Field Activities 228,922,371 189,632,187 83% 14,721,474 10,209,415 69%

Other Activities (Dormant Accounts) - - - - - -TOTAL EXTRABUDGETARY ACTIVITIES 324,675,553 277,395,168 85% 57,910,544 48,134,831 83%SECRETARIAT-WIDE REFORM CONTRIBUTION - - - - 6,569,300 -

COMMON HUMANITARIAN FUNDS FOR MANAGEMENT UNITS 9,243,291 6,151,470 67% - - -Afghanistan 1,613,915 1,201,575 74% - - -Central African Republic 843,496 367,636 44% - - -Democratic Republic of the Congo 2,312,657 1,374,370 59% - - -Somalia 1,788,409 1,265,461 71% - - -South Sudan 1,386,645 1,090,609 79% - - -Sudan 1,298,169 851,819 66% - - -

TOTAL OCHA ACTIVITIES (REGULAR BUDGET, EXTRABUDGETARY, CHF AND SECRETARIAT-WIDE REFORM)

355,578,318 303,684,845 85% 57,910,544 54,704,131 94%

*Preliminary expenditure figures for 2015 *Preliminary expenditure figures for 2015

68VOLUNTARY CONTRIBUTIONS - BREAKDOWN OF DONOR EARMARKING (US$)

OCHA ACTIVITIES OFFICE UNITED

KINGDOMUNITED STATES SWEDEN EUROPEAN

COMMISSION NORWAY AUSTRALIA JAPAN NETHERLANDS SWITZERLAND GERMANY CANADA DENMARK NEW ZEALAND

SAUDI ARABIA FINLAND BELGIUM IRELAND KUWAIT REPUBLIC

OF KOREA FRANCE OTHER DONORS

GRAND TOTAL

UNEARMARKED CONTRIBUTIONS TOTAL 30,534,351 4,000,000 14,339,077 - 8,757,663 7,692,308 856,081 6,518,905 2,173,913 1,639,344 1,581,028 4,742,333 4,081,633 - 3,791,983 2,437,703 2,773,557 - 1,000,000 1,122,334 3,739,964

101,782,176

HEADQUARTER ACTIVITIES 917,149 5,212,976 885,272 42,136 - - - 110,250 656,729 984,962 260,417 - - - - - - - - - 404,975 9,474,865

LIAISON OFFICES - 750,000 - - - - - - - - - - - - - - - - - - - 750,000

REGIONAL OFFICE

Regional Office for Asia and the Pacific - 500,000 955,171 - - 803,213 320,000 - - 219,298 158,103 - - - - - - - - - 1,150,000 4,105,785

Regional Office for the Pacific - 400,000 - - - 401,606 - - - - - - - - - - - - - - 100,000 901,606 Regional Office for Latin America

and the Caribbean 295,802 400,000 - - - - - - - - 92,226 - - - - - - - - - - 788,028

Regional Office for Eastern Africa 267,176 400,000 636,780 - - - - - - - - - - - - - - - - - - 1,303,956 Regional Office for Southern

Africa - 600,000 - - - - 1,900,000 - - - - - - - - - - - - - - 2,500,000

Regional Office for West and Central Africa 267,176 1,900,000 636,780 915,367 95,773 - 359,000 - 518,135 - 28,234 - - - - - - - - - - 4,720,465

Regional Office for the Middle East and North Africa - 400,000 - - - - - - - 548,246 - - - - - - - - - - 169,312 1,117,558

Regional Office for the Caucasus and Central Asia - 400,000 - - - - - - - - - - - - - - - - - - - 400,000

REGIONAL OFFICE TOTAL 830,153 5,000,000 2,228,732 915,367 95,773 1,204,819 2,579,000 - 518,135 767,544 278,563 - - - - - - - - - 1,419,312 15,837,397

AFRICA

Central African Republic - 1,000,000 509,424 646,465 510,790 - - - 310,881 - 197,628 - - - - - - - - - - 3,175,189 Chad - 500,000 382,068 426,663 448,881 - 1,041,000 - - - 28,232 - - - - - - - - - 118,362 2,945,206

Côte d'Ivoire - - - - - - - - - - 28,232 - - - - - - - - - - 28,232 Democratic Republic of the

Congo - 2,000,000 636,780 1,068,896 383,093 - - - 310,881 - 316,206 - - - - - - - - - - 4,715,856

Ebola Emergency Teams 781,250 2,642,536 - 441,989 - - - - - - 216,344 - - - - - - - - - 500,000 4,582,119 Eritrea - - - - - - - - - - - - - - - - - - - - - -

Ethiopia 1,754,466 650,000 127,356 626,327 - - - - 310,881 - - 69,616 - - - - - - - - - 3,538,647 Mali - 500,000 254,712 448,685 95,773 - 1,150,000 - - 562,430 28,232 - - - - - - - - - - 3,039,832

Niger - - 382,068 - 95,773 - 650,000 - - 544,662 28,232 - - - - - - - - - 16,484 1,717,220 Nigeria 1,774,938 382,068 424,178 - - - - - - 28,232 - - - - - - - - - - 2,609,417

Somalia 783,699 1,500,000 394,068 909,521 - - - - 310,881 529,101 237,154 - - - - - - - - - - 4,664,424 South Sudan - 2,000,000 636,780 1,125,589 - - 1,100,000 - 518,135 - 474,308 - - - - - - - - - 500,000 6,354,813

Sudan - 1,200,000 254,712 901,013 - - - - 310,881 529,101 - - - - - - - - - - - 3,195,707 AFRICA TOTAL 3,319,416 13,767,474 3,960,039 7,019,326 1,534,310 - 3,941,000 - 2,072,539 2,165,293 1,582,802 69,616 - - - - - - - - 1,134,845 40,566,661

ASIA

Indonesia - 200,000 - - - 463,822 - - - - 28,459 - - - - - - - - - - 692,280 Myanmar - 400,000 382,068 505,693 - - - - 518,135 - 158,103 - - - - - - - - - - 1,963,998

Nepal - 500,000 - 174,292 396,720 - 200,000 - - - 209,258 - - - - - - - 200,000 - 1,002,700 2,682,970 Philippines - 250,000 254,712 - - - - - - - 50,593 - - - - - - - - - - 555,305

ASIA TOTAL - 1,350,000 636,780 679,985 396,720 463,822 200,000 - 518,135 - 446,412 - - - - - - - 200,000 - 1,002,700 5,894,554 LATIN AMERICA AND THE CARIBBEAN

Colombia - - 509,424 402,783 - - - - 518,135 - 92,227 - - - - - - - - - - 1,522,569

Haiti - 200,000 254,712 156,158 - - - - - - 92,227 - - - - - - - - - - 703,097

LATIN AMERICA AND THE CARIBBEAN TOTAL - 200,000 764,137 558,941 - - - - 518,135 - 184,454 - - - - - - - - - - 2,225,666 EUROPE Ukraine 1,054,217 700,000 245,336 348,584 264,480 - - - - 866,739 197,628 - - - - - - - - - 576,947 4,253,931 EUROPE TOTAL 1,054,217 700,000 245,336 348,584 264,480 - - - - 866,739 197,628 - - - - - - - - - 576,947 4,253,931

MIDDLE EAST, NORTHERN AFRICA & CENTRAL ASIA

Afghanistan - 1,000,000 254,712 1,274,374 264,480 - - - - 846,561 - - - - - - - - - - 1,000 3,641,127 Iraq 1,529,052 2,000,000 863,365 - - - 1,200,000 - 518,135 561,167 395,257 - - - - - - - 200,000 - 289,066 7,556,042

occupied Palestinian territory - - 127,356 1,366,027 498,021 - - - 518,135 336,700 - - - - - - 211,640 - - - - 3,057,879 Pakistan - 300,000 254,712 1,133,434 - - - - - - - - - - - - - - - - - 1,688,146

Syria * 3,105,590 3,000,000 1,273,561 1,153,818 1,631,896 - - 2,116,402 621,762 - - - - - - 1,236,264 - 2,500,000 100,000 - 504,234 17,243,526 Yemen 1,919,247 2,750,000 990,721 501,304 - - - - 414,508 - - - - 4,000,000 - - - - - - - 10,575,780

MIDDLE EAST, NORTHERN AFRICA & CENTRAL ASIA TOTAL 6,553,889 9,050,000 3,764,427 5,428,957 2,394,397 - 1,200,000 2,116,402 2,072,539 1,744,428 395,257 - - 4,000,000 - 1,236,264 211,640 2,500,000 300,000 - 794,300 43,762,501

CHF MANAGEMENT UNITS - - - - - - - - - - - - - - - - - - - - 8,883,954 8,883,954

GRAND TOTAL 43,209,174 40,030,450 26,823,800 14,993,296 13,443,344 9,360,949 8,776,081 8,745,557 8,530,123 8,168,310 4,926,560 4,811,949 4,081,633 4,000,000 3,791,983 3,673,967 2,985,197 2,500,000 1,500,000 1,122,334 17,956,997 233,431,705

Totals include paid and pledged contributions.* Total for Syria includes funding to the following offices: Syria, Jordan, Lebanon, Turkey and Syria RHC

69VOLUNTARY CONTRIBUTIONS - BREAKDOWN OF DONOR EARMARKING (US$)

OCHA ACTIVITIES OFFICE UNITED

KINGDOMUNITED STATES SWEDEN EUROPEAN

COMMISSION NORWAY AUSTRALIA JAPAN NETHERLANDS SWITZERLAND GERMANY CANADA DENMARK NEW ZEALAND

SAUDI ARABIA FINLAND BELGIUM IRELAND KUWAIT REPUBLIC

OF KOREA FRANCE OTHER DONORS

GRAND TOTAL

UNEARMARKED CONTRIBUTIONS TOTAL 30,534,351 4,000,000 14,339,077 - 8,757,663 7,692,308 856,081 6,518,905 2,173,913 1,639,344 1,581,028 4,742,333 4,081,633 - 3,791,983 2,437,703 2,773,557 - 1,000,000 1,122,334 3,739,964

101,782,176

HEADQUARTER ACTIVITIES 917,149 5,212,976 885,272 42,136 - - - 110,250 656,729 984,962 260,417 - - - - - - - - - 404,975 9,474,865

LIAISON OFFICES - 750,000 - - - - - - - - - - - - - - - - - - - 750,000

REGIONAL OFFICE

Regional Office for Asia and the Pacific - 500,000 955,171 - - 803,213 320,000 - - 219,298 158,103 - - - - - - - - - 1,150,000 4,105,785

Regional Office for the Pacific - 400,000 - - - 401,606 - - - - - - - - - - - - - - 100,000 901,606 Regional Office for Latin America

and the Caribbean 295,802 400,000 - - - - - - - - 92,226 - - - - - - - - - - 788,028

Regional Office for Eastern Africa 267,176 400,000 636,780 - - - - - - - - - - - - - - - - - - 1,303,956 Regional Office for Southern

Africa - 600,000 - - - - 1,900,000 - - - - - - - - - - - - - - 2,500,000

Regional Office for West and Central Africa 267,176 1,900,000 636,780 915,367 95,773 - 359,000 - 518,135 - 28,234 - - - - - - - - - - 4,720,465

Regional Office for the Middle East and North Africa - 400,000 - - - - - - - 548,246 - - - - - - - - - - 169,312 1,117,558

Regional Office for the Caucasus and Central Asia - 400,000 - - - - - - - - - - - - - - - - - - - 400,000

REGIONAL OFFICE TOTAL 830,153 5,000,000 2,228,732 915,367 95,773 1,204,819 2,579,000 - 518,135 767,544 278,563 - - - - - - - - - 1,419,312 15,837,397

AFRICA

Central African Republic - 1,000,000 509,424 646,465 510,790 - - - 310,881 - 197,628 - - - - - - - - - - 3,175,189 Chad - 500,000 382,068 426,663 448,881 - 1,041,000 - - - 28,232 - - - - - - - - - 118,362 2,945,206

Côte d'Ivoire - - - - - - - - - - 28,232 - - - - - - - - - - 28,232 Democratic Republic of the

Congo - 2,000,000 636,780 1,068,896 383,093 - - - 310,881 - 316,206 - - - - - - - - - - 4,715,856

Ebola Emergency Teams 781,250 2,642,536 - 441,989 - - - - - - 216,344 - - - - - - - - - 500,000 4,582,119 Eritrea - - - - - - - - - - - - - - - - - - - - - -

Ethiopia 1,754,466 650,000 127,356 626,327 - - - - 310,881 - - 69,616 - - - - - - - - - 3,538,647 Mali - 500,000 254,712 448,685 95,773 - 1,150,000 - - 562,430 28,232 - - - - - - - - - - 3,039,832

Niger - - 382,068 - 95,773 - 650,000 - - 544,662 28,232 - - - - - - - - - 16,484 1,717,220 Nigeria 1,774,938 382,068 424,178 - - - - - - 28,232 - - - - - - - - - - 2,609,417

Somalia 783,699 1,500,000 394,068 909,521 - - - - 310,881 529,101 237,154 - - - - - - - - - - 4,664,424 South Sudan - 2,000,000 636,780 1,125,589 - - 1,100,000 - 518,135 - 474,308 - - - - - - - - - 500,000 6,354,813

Sudan - 1,200,000 254,712 901,013 - - - - 310,881 529,101 - - - - - - - - - - - 3,195,707 AFRICA TOTAL 3,319,416 13,767,474 3,960,039 7,019,326 1,534,310 - 3,941,000 - 2,072,539 2,165,293 1,582,802 69,616 - - - - - - - - 1,134,845 40,566,661

ASIA

Indonesia - 200,000 - - - 463,822 - - - - 28,459 - - - - - - - - - - 692,280 Myanmar - 400,000 382,068 505,693 - - - - 518,135 - 158,103 - - - - - - - - - - 1,963,998

Nepal - 500,000 - 174,292 396,720 - 200,000 - - - 209,258 - - - - - - - 200,000 - 1,002,700 2,682,970 Philippines - 250,000 254,712 - - - - - - - 50,593 - - - - - - - - - - 555,305

ASIA TOTAL - 1,350,000 636,780 679,985 396,720 463,822 200,000 - 518,135 - 446,412 - - - - - - - 200,000 - 1,002,700 5,894,554 LATIN AMERICA AND THE CARIBBEAN

Colombia - - 509,424 402,783 - - - - 518,135 - 92,227 - - - - - - - - - - 1,522,569

Haiti - 200,000 254,712 156,158 - - - - - - 92,227 - - - - - - - - - - 703,097

LATIN AMERICA AND THE CARIBBEAN TOTAL - 200,000 764,137 558,941 - - - - 518,135 - 184,454 - - - - - - - - - - 2,225,666 EUROPE Ukraine 1,054,217 700,000 245,336 348,584 264,480 - - - - 866,739 197,628 - - - - - - - - - 576,947 4,253,931 EUROPE TOTAL 1,054,217 700,000 245,336 348,584 264,480 - - - - 866,739 197,628 - - - - - - - - - 576,947 4,253,931

MIDDLE EAST, NORTHERN AFRICA & CENTRAL ASIA

Afghanistan - 1,000,000 254,712 1,274,374 264,480 - - - - 846,561 - - - - - - - - - - 1,000 3,641,127 Iraq 1,529,052 2,000,000 863,365 - - - 1,200,000 - 518,135 561,167 395,257 - - - - - - - 200,000 - 289,066 7,556,042

occupied Palestinian territory - - 127,356 1,366,027 498,021 - - - 518,135 336,700 - - - - - - 211,640 - - - - 3,057,879 Pakistan - 300,000 254,712 1,133,434 - - - - - - - - - - - - - - - - - 1,688,146

Syria * 3,105,590 3,000,000 1,273,561 1,153,818 1,631,896 - - 2,116,402 621,762 - - - - - - 1,236,264 - 2,500,000 100,000 - 504,234 17,243,526 Yemen 1,919,247 2,750,000 990,721 501,304 - - - - 414,508 - - - - 4,000,000 - - - - - - - 10,575,780

MIDDLE EAST, NORTHERN AFRICA & CENTRAL ASIA TOTAL 6,553,889 9,050,000 3,764,427 5,428,957 2,394,397 - 1,200,000 2,116,402 2,072,539 1,744,428 395,257 - - 4,000,000 - 1,236,264 211,640 2,500,000 300,000 - 794,300 43,762,501

CHF MANAGEMENT UNITS - - - - - - - - - - - - - - - - - - - - 8,883,954 8,883,954

GRAND TOTAL 43,209,174 40,030,450 26,823,800 14,993,296 13,443,344 9,360,949 8,776,081 8,745,557 8,530,123 8,168,310 4,926,560 4,811,949 4,081,633 4,000,000 3,791,983 3,673,967 2,985,197 2,500,000 1,500,000 1,122,334 17,956,997 233,431,705

70

ANNEX 2

OTHER CONTRIBUTIONS (US$)

Entity Description Total

DFID Vehicles 1,211,340

DP DHL Supply chain and logistics support 865,470

Swedish Civil Contingencies Agency Logistical assistance and equipment 643,645

Federal Ministry of Finance of the Republic of Nigeria Other services 371,024

Nuclear Regulatory Commission Personnel 261,125

Deloitte Consulting Expert services 225,000

CANADEM Personnel 172,359

UNMEER Vehicles and equipment 149,884

Denmark Personnel 141,757

Swiss Agency for Development and Cooperation Technical assistance/expert services 114,000

Red R Personnel 105,331

International Humanitarian City (Dubai) Logistical assistance 91,046

Hyogo Prefecture (Japan) Accommodation 80,712

Danish Emergency Management Agency Equipment 64,751

Information Management and Mine Action Programmes Personnel 45,138

Belgium Personnel 43,061

Harvard Humanitarian Initiative Equipment 4,455

TOTAL 4,590,096

SPECIALLY DESIGNATED CONTRIBUTIONS (US$) ERFS

NATURAL DISASTER

ACTIVITIES

OTHER SDCS

PROCAP AND GENCAP ROSTERS

RELIEF STOCK ITEMS

UNDAC MISSION

ACCOUNTS

GRAND TOTAL

Opening Balance - 1 January 2015 48,283,872 1,431,847 460,402 2,705,773 323,142 2,408,592 55,613,628

2015 Donor Contributions 339,440,710 - 706,211 5,135,464 - 547,704 345,830,089

Available funds for 2015 387,724,582 1,431,847 1,166,613 7,841,237 323,142 2,956,296 401,443,717

Transfer of PSC (6,579,254) (1,917) (13,717) (174,719) - (67,029) (6,836,637)

Direct Expenditure (212,729,225) (86,041) (1,144,849) (6,231,640) - (505,726) (220,697,480)

Total Expenditure (219,308,479) (87,958) (1,158,566) (6,406,359) - (572,755) (227,534,117)

Net available fund before other income, adjustments, transfers and refunds

168,416,103 1,343,889 8,047 1,434,878 323,142 2,383,541 173,909,600

Other income, adjustments, transfers and refunds - - - - - - -

Closing Balance - 31 December 2015 168,416,103

1,343,889.08 8,046.70 1,434,877.77 323,142.00

2,383,540.87

173,909,600

Increase (Decrease) in opening balance 120,132,231 -87,957.92 -452,355.30 -1,270,895.23 - -25,051.13 118,295,972

Reserves for Allocations - - - - - - -

Available balance for spending 168,416,103 1,343,889 8,047 1,434,878 323,142 2,383,541 173,909,600

71

EMERGENCY RESPONSE FUNDS: CONTRIBUTIONS BY DONOR AND FUND

Donor Colombia Ethiopia Haiti Iraq Myanmar oPt Pakistan Syria Yemen Grand

Total

United Kingdom 43,156,738 29,122,741 1,663,796 3,076,923 10,248,447 27,906,710 115,175,356

Netherlands 5,291,005 19,980,050 54,232,804 13,460,481 92,964,341

Belgium 2,765,487 24,039,115 26,804,601

Sweden 465,170 685,558 581,463 943,841 589,901 1,152,761 1,985,412 5,263,971 6,831,995 18,500,072

Switzerland 616,728 3,129,425 514,403 4,233,301 3,080,578 11,574,435

Germany 5,464,481 1,639,344 1,096,491 1,089,325 9,289,641

Ireland 4,040,756 1,122,334 212,089 1,122,334 1,690,391 8,187,905

Denmark 2,945,074 741,180 2,989,292 6,675,546

Norway 583,567 4,264,634 4,848,200

Kuwait 2,500,000 2,500,000

Spain 659,341 549,451 1,098,901 2,307,692

Australia 1,112,917 - 1,112,917

India 1,000,000 1,000,000

Iceland 750,000 750,000

Korea, Republic of 500,000 200,000 700,000

France 552,486 552,486

Malaysia 500,000 500,000

Luxembourg 272,331 272,331

Private Donations 100 100

GRAND TOTAL (US$)

1.741.239 59.248.556 581.463 56.633.448 3.366.614 7.417.102 5.062.335 112.416.095 57.248.773 303.715.625

SPECIALLY DESIGNATED CONTRIBUTIONS BY DONOR

Donor US$



Belgium 26,804,601

Sweden 19,553,655


Germany 9,402,127

Ireland 8,346,635

Denmark 6,736,495

Norway 5,840,264

Kuwait 2,500,000

Spain 2,307,692

Australia 1,746,021


India 1,000,000

Iceland 750,000

Korea, Republic of 700,000

European Commission 613,982

France 552,486

Malaysia 500,000

Canada 359,608

Luxembourg 272,331

Estonia 168,546

China 50,000

New Zealand 25,642

Mexico 20,000

Hungary 9,070


Private Donations 100

Grand Total 310,105,003

© Total includes paid and pledged contributions. Excludes; Contributions channelled through OCHA to NGOs and non UN partners via the CHF for Somalia (US$13,283,555) and CHF Afghanistan (US$22,441,530.84)

Totals include paid and pledged contributions. Excludes; Contributions channelled through OCHA to NGOs and non UN partners via the CHF for Somalia (US$13,283,555) and CHF Afghanistan (US$22,441,530.84). Total for Syria ERF includes funding to ERF Jordan, Lebanon and Turkey.

72ANNEX 3ACRONYMS AND ABBREVIATIONS

AHA ASEAN Coordinating Centre for Humanitarian AssistanceASEAN Association of Southeast Asian NationsASG Assistant Secretary-GeneralASP Associates Surge PoolAU African UnionCAR Central African RepublicCBPF Country-Based Pooled FundCERF Central Emergency Response FundCHAP Common Humanitarian Action PlanCHF Common Humanitarian FundDERC Deputy Emergency Relief CoordinatorDFID Department for International Development DHC Deputy Humanitarian CoordinatorDRC Democratic Republic of the CongoDRC Deputy Resident CoordinatorDSRSG Deputy Special Representative of the Secretary-GeneralECOSOC Economic and Social CouncilEDG Emergency Directors GroupEPRP Emergency Preparedness and Response PlanERC Emergency Relief CoordinatorERF Emergency Response FundERR Emergency Response RosterEWIPA Explosive Weapons in Populated AreasFTS Financial Tracking ServiceGA General AssemblyGAHI Global Alliance for Humanitarian InnovationGBV Gender-Based ViolenceGHPF Global Humanitarian Policy ForumGMS Grants Management SystemGO Global OfficeGenCap Gender Capacity BuildingHAS Humanitarian Affairs SegmentHAT Humanitarian Advisory TeamHC Humanitarian CoordinatorHCT Humanitarian Country TeamHDX Humanitarian Data ExchangeHNO Humanitarian Needs OverviewHPC Humanitarian Programme CycleHRP Humanitarian Response PlanHXL Humanitarian Exchange LanguageHoO Head of OfficeIACP Inter-Agency Contingency PlanIASC Inter-Agency Standing CommitteeICCG Inter-cluster Coordination GroupIDP Internally Displaced PersonIFRC International Federation of the Red Cross and Red Crescent SocietiesINSARAG International Search and Rescue Advisory Group

IOM International Organization for MigrationL3 Level-Three EmergencyLMS Learning Management SystemMIAH Meeting on Enhancing Humanitarian PartnershipsMINUSCA UN Multidimensional Integrated Stabilization Mission in the Central African RepublicMINUSMA UN Multidimensional Integrated Stabilization Mission in MaliNGO Non-Governmental OrganizationOCHA United Nations Office for the Coordination of Humanitarian Affairs ODSG OCHA Donor Support GroupOECD Organisation for Economic Cooperation and DevelopmentOLS Organizational Learning StrategyoPt occupied Palestinian territoryOSOCC On-Site Operations Coordination CentrePSC Programme Support CostsProCap Protection Standby CapacityRC Resident CoordinatorRESO Roaming Emergency Surge OfficerRHC Regional Humanitarian CoordinatorROAP Regional Office for Asia and the Pacific ROCCA Regional Office for the Caucasus and Central Asia ROEA Regional Office for Eastern Africa ROLAC Regional Office for Latin America and the Caribbean ROMENA Regional Office for the Middle East and North Africa ROP Regional Office for the Pacific ROSA Regional Office for Southern Africa ROSC Regional Office for the Syria CrisisROSO Roaming Operational Surge Officer ROWCA Regional Office for West and Central Africa SBPP Standby Partnerships ProgrammeSDC Specially Designated ContributionsSMT Senior Management TeamSRSG Special Representative of the Secretary-GeneralUN United NationsUN-CMCoord UN Humanitarian Civil-Military CoordinationUNAMA United Nations Assistance Mission in AfghanistanUNDAC UN Disaster Assessment and CoordinationUNDP United Nations Development ProgrammeUNHCR United Nations High Commissioner for RefugeesUNICEF United Nations Children’s FundUNMEER UN Mission for Ebola Emergency ResponseUSAR Urban Search and RescueUSG Under-Secretary-GeneralWEF World Economic ForumWFP World Food ProgrammeWHS World Humanitarian SummitXB Extrabudgetary

73Under-Secretary-General

Assistant Secretary-General

Strategic Planning, Evaluation and

Guidance SectionIASC/ECHASecretariat

GENEVA OFFICE CORPORATE PROGRAMMES DIVISION

COORDINATION AND RESPONSE DIVISION

GEOGRAPHICAL SECTIONS

Emergency Services Branch● Activation and

Coordination Support Unit

● Civil-Military Coordination Section

● Emergency Preparedness and Environment Section

● Field Coordination Support Section

● Surge Capacity Section

Partnerships and Resource Mobilization Branch● Donor Relations Section● External Relations and

Partnerships Section● Partnerships

Coordination Section ● Private Sector Section● Resource Mobilization

Support Section

● Emergency Directors Group secretariat

● Senior Transformative Agenda Implementation Team

● Humanitarian Coordination Support Unit

● Humanitarian Leadership Strengthening Unit

● CRD Geneva

● Thematic and Technical Advisers

AdministrativeServices Branch● Corporate Support Unit● Finance Section● Human Resources

Section● Operations Support Unit

CommunicationsServices Branch● Media Relations Section● Reporting and Visual

Information Section● Strategic

Communications Section

Information Services Branch● Corporate Information

Services Section● Field Information

Services Section● Global Information

Services Section● Humanitarian Data

Exchange Project

Policy Development and Studies Branch● Inter-Governmental

Policy Section● Policy Advice and

Planning Section● Policy Analysis and

Innovation Section

CERF Secretariat

World Humanitarian Summit Secretariat

● Funding Coordination Section

● African Union Liaison Office

● Brussels Liaison Office ● Gulf Liaison Office

Programme Support Branch● Coordinated Assessment

Support Section● Financial Tracking Service● Inter-Cluster

Coordination Section● Planning and Monitoring

Section

Africa I● Regional Office for

Southern Africa● Regional Office for

Eastern Africa

● Eritrea● Ethiopia● Somalia● South Sudan● Sudan

Central Asia, Pakistan, Afghanistan, Latin America and the Caribbean● Regional Office for the

Caucasus and Central Asia

● Regional Office for Latin America and the Caribbean

● Afghanistan● Colombia● Haiti● Pakistan● Ukraine

Africa II● Regional Office for West

and Central Africa

● Central African Republic● Chad● Côte d'Ivoire● Dem. Rep. of the Congo● Mali● Niger● Nigeria

Middle East and North Africa● Regional Office for the

Middle East and North Africa

● Regional Office for the Syria Crisis

● Iraq● Jordan● Lebanon● occupied Palestinian

territory● Syrian Arab Republic● Turkey● Yemen

Asia and the Pacific● Regional Office for Asia

and the Pacific● Regional Office for the

Pacific

● Indonesia● Myanmar● Nepal● Philippines

1. As of 1 January 2015 IRIN is independent of OCHA and the United Nations.

OCHA ORGANIZATIONAL CHART

74

0

5

201520142013

Contribution:$4,081,6332% of total OCHAdonor income

100% unearmarked

Specially designated contributions: total of $25,642

ODSG13. NEW ZEALAND

0

5

201520142013


99% unearmarked

Specially designated contributions: total of $6,736,495(DKK 45,420,000) of which $6,675,546 to ERFs

ODSG12. DENMARK

0

5

10

201520142013


32% unearmarked

Specially designated contributions: total of $359,608(CAD 450,000)

ODSG11. CANADA

5

10

201520142013


20% unearmarked

Specially designated contributions: total of $9,402,127(EUR 8,600,000) of which $9,289,641 to ERFs

ODSG10. GERMANY

5

10

201520142013


25% unearmarked

Specially designated contributions: total of $11,784,079(CHF 11,500,000) of which $11,574,435 to ERFs

ODSG9. SWITZERLAND

5

10

201520142013


75% unearmarked

Specially designated contributions: total of $92,964,341(EUR 87,000,000) all to ERFs

ODSG8. NETHERLANDS

5

10

201520142013


10% unearmarked

ODSG7. JAPAN

5

10

15

201520142013


82 % unearmarked

Specially designated contributions: total of $1,746,021(AUS 2,330,000) of which $1,112,917 to ERFs

ODSG6. AUSTRALIA

10

15

20

201520142013


65% unearmarked

Specially designated contributions: total of $5,840,264(NOK 48,500,000) of which $4,848,200 to ERFs

ODSG5. NORWAY

15

20

25

201520142013


0% unearmarked

Specially designated contributions: total of $613,982(EUR 547,284)

ODSG4. EUROPEAN COMMISSION

25

30

35

201520142013


53% unearmarked

Specially designated contributions: total of $19,553,655(SEK 165,500,000) of which $18,500,072 to ERFs

ODSG3. SWEDEN

30

35

40

45

201520142013


10% unearmarked

Specially designated contributions: total of $1,641,516

ODSG2. UNITED STATES

30

35

40

45

201520142013


71% unearmarked

Specially designated contributions: total of $115,265,717(GBP 75,139,000) of which $115,175,356 to ERFs

ODSG1. UNITED KINGDOM

OCHA contribution trend(million US$)

Unearmarked contibutions

Earmarked contibutions

DONOR PROFILES

75

0

5

201520142013


100% unearmarked


ODSG13. NEW ZEALAND

0

5

201520142013


99% unearmarked

Specially designated contributions: total of $6,736,495(DKK 45,420,000) of which $6,675,546 to ERFs

ODSG12. DENMARK

0

5

10

201520142013


32% unearmarked

Specially designated contributions: total of $359,608(CAD 450,000)

ODSG11. CANADA

5

10

201520142013


20% unearmarked


ODSG10. GERMANY

5

10

201520142013


25% unearmarked

Specially designated contributions: total of $11,784,079(CHF 11,500,000) of which $11,574,435 to ERFs

ODSG9. SWITZERLAND

5

10

201520142013


75% unearmarked


ODSG8. NETHERLANDS

5

10

201520142013


10% unearmarked

ODSG7. JAPAN

5

10

15

201520142013


82 % unearmarked

Specially designated contributions: total of $1,746,021(AUS 2,330,000) of which $1,112,917 to ERFs

ODSG6. AUSTRALIA

10

15

20

201520142013


65% unearmarked

Specially designated contributions: total of $5,840,264(NOK 48,500,000) of which $4,848,200 to ERFs

ODSG5. NORWAY

15

20

25

201520142013


0% unearmarked

Specially designated contributions: total of $613,982(EUR 547,284)

ODSG4. EUROPEAN COMMISSION

25

30

35

201520142013


53% unearmarked

Specially designated contributions: total of $19,553,655(SEK 165,500,000) of which $18,500,072 to ERFs

ODSG3. SWEDEN

30

35

40

45

201520142013


10% unearmarked

Specially designated contributions: total of $1,641,516

ODSG2. UNITED STATES

30

35

40

45

201520142013


71% unearmarked

Specially designated contributions: total of $115,265,717(GBP 75,139,000) of which $115,175,356 to ERFs

ODSG1. UNITED KINGDOM

OCHA contribution trend(million US$)

Unearmarked contibutions

Earmarked contibutions

DONOR PROFILES

1. Morocco, the Russian Federation, Thailand and Turkey contributed US$1 million each and are listed alphabetically.

0

5

201520142013

Contribution:$549,4510.2% of total OCHAdonor income

100% unearmarked


ODSG27. SPAIN

0

5

201520142013


58% unearmarked

26. UNITED ARAB EMIRATES

ODSG

0

5

201520142013


100% unearmarked

Specially designated contributions: total of $272,331(EUR 250,000) all to ERFs

ODSG25. LUXEMBOURG

0

5

201520142013

Contribution:$1,000,0000.4% of total OCHAdonor income

50% unearmarked

ODSG

21. TURKEY1

0

5

201520142013


100% unearmarked

ODSG21. RUSSIAN FEDERATION1

0

5

201520142013


0% unearmarked

21. MOROCCO1

0

5

201520142013


0% unearmarked

21. THAILAND1

0

5

201520142013


100% unearmarked


ODSG20. FRANCE

0

5

201520142013


67% unearmarked

Specially designated contributions: total of $700,000all to ERFs

ODSG19. REPUBLIC OF KOREA

0

5

201520142013


0% unearmarked

Specially designated contributions: total of $2,500,000all to ERFs

18. KUWAIT

0

5

201520142013


93% unearmarked


ODSG17. IRELAND

0

5

201520142013


66% unearmarked


ODSG16. BELGIUM

0

5

201520142013


100% unearmarked

ODSG15. FINLAND

0

5

201520142013


0% unearmarked

14. SAUDI ARABIA

75 76

1. Morocco, the Russian Federation, Thailand and Turkey contributed US$1 million each and are listed alphabetically.

0

5

201520142013


100% unearmarked


ODSG27. SPAIN

0

5

201520142013


58% unearmarked

26. UNITED ARAB EMIRATES

ODSG

0

5

201520142013


100% unearmarked


ODSG25. LUXEMBOURG

0

5

201520142013


50% unearmarked

ODSG

21. TURKEY1

0

5

201520142013


100% unearmarked

ODSG21. RUSSIAN FEDERATION1

0

5

201520142013


0% unearmarked

21. MOROCCO1

0

5

201520142013


0% unearmarked

21. THAILAND1

0

5

201520142013


100% unearmarked


ODSG20. FRANCE

0

5

201520142013


67% unearmarked


ODSG19. REPUBLIC OF KOREA

0

5

201520142013


0% unearmarked

Specially designated contributions: total of $2,500,000all to ERFs

18. KUWAIT

0

5

201520142013


93% unearmarked


ODSG17. IRELAND

0

5

201520142013


66% unearmarked


ODSG16. BELGIUM

0

5

201520142013


100% unearmarked

ODSG15. FINLAND

0

5

201520142013


0% unearmarked

14. SAUDI ARABIA

0.00

0.01

201520142013


0% unearmarked

41. AFGHANISTAN

0.0

0.1

201520142013


0% unearmarked

40. ANDORRA

0.0

0.1

201520142013


100% unearmarked

39. SINGAPORE

0.0

0.1

201520142013


100% unearmarked

38. MONACO

0.0

0.1

201520142013


100% unearmarked


37. CHINA

0.0

0.1

201520142013


0% unearmarked


36. MALAYSIA

0.0

0.1

201520142013


100% unearmarked

35. CZECH REPUBLIC

0

1

201520142013


100% unearmarked


34. ICELAND

0

1

201520142013


0% unearmarked

33. SOUTH AFRICA

0

1

201520142013


0% unearmarked

32. TRINIDAD AND TOBAGO

0

1

201520142013


0% unearmarked

ODSG31. POLAND

0

1

201520142013


0% unearmarked

30. AZERBAIJAN

0

1

201520142013


0% unearmarked

(EUR 150,000)Specially designated contributions: total of $168,546

ODSG29. ESTONIA

0

1

201520142013


18% unearmarked

ODSG28. AUSTRIA

77

OCHA UNITED NATIONS OFFICE OCHA · 2017-02-16 · OCHA UNITED NATIONS OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS ANNUAL REPORT 2015. unocha.org reliefweb.int ... During my

Documents